Strategic Management and Leadership

learning outcomes of a unit. One credit is equal to 10
hours of TQT.


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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


ENTRY REQUIREMENTS

For entry onto the OTHM Level 7 Diploma in Strategic Management and Leadership
qualification, learners must possess:
●​An honours degree in related subject or UK level 6 diploma or an equivalent
overseas qualification
●​Mature learners with management experience (learners must check with the
delivery centre regarding this experience prior to registering for the programme)
●​Learners must be 21 years old or older at the beginning of the course

English requirements: If a learner is not from a majority English-speaking country must
provide evidence of English language competency. For more information visit English
Language Expectations page.


PROGRESSION

Successful completion of OTHM Level 7 Diploma in Strategic Management and Leadership
qualification enables learners to progress into or within employment and/or continue their
further study. As this qualification is approved and regulated by Ofqual (Office of the
Qualifications and Examinations Regulation), learners are eligible to progress to an MBA
top-up with advanced standing. For more information visit University Progressions page.


DELIVERY OF OTHM QUALIFICATIONS

OTHM do not specify the mode of delivery for its qualifications, therefore OTHM Centres are
free to deliver this qualification using any mode of delivery that meets the needs of their
Learners. However, OTHM Centres should consider the Learners’ complete learning
experience when designing the delivery of programmes.
OTHM Centres must ensure that the chosen mode of delivery does not unlawfully or unfairly
discriminate, whether directly or indirectly, and that equality of opportunity is promoted.
Where it is reasonable and practicable to do so, it will take steps to address identified
inequalities or barriers that may arise.
Guided Learning Hours (GLH) which are listed in each unit gives the Centres the number of
hours of teacher-supervised or direct study time likely to be required to teach that unit.


ASSESSMENT AND VERIFICATION

All units within this qualification are internally assessed by the centre and externally verified
by OTHM. The qualifications are criterion referenced, based on the achievement of all the
specified learning outcomes.

To achieve a ‘pass’ for a unit, learners must provide evidence to demonstrate that they have
fulfilled all the learning outcomes and meet the standards specified by all assessment
criteria. Judgement that the learners have successfully fulfilled the assessment criteria is
made by the Assessor.
The Assessor should provide an audit trail showing how the judgement of the learners’
overall achievement has been arrived at.


SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Specific assessment guidance and relevant marking criteria for each unit are made available
in the Assignment Brief document. These are made available to centres immediately after
registration of one or more learners.


OPPORTUNITIES FOR LEARNERS TO PASS

Centres are responsible for managing learners who have not achieved a Pass for the
qualification having completed the assessment. However, OTHM expects at a minimum, that
centres must have in place a clear feedback mechanism to learners by which they can
effectively retrain the learner in all the areas required before re-assessing the learner.


RECOGNITION OF PRIOR LEARNING AND ACHIEVEMENT

Recognition of Prior Learning (RPL) is a method of assessment that considers whether
learners can demonstrate that they can meet the assessment requirements for a unit
through knowledge, understanding or skills they already possess and do not need to develop
through a course of learning.
RPL policies and procedures have been developed over time, which has led to the use of a
number of terms to describe the process. Among the most common are:
●​Accreditation of Prior Learning (APL)
●​Accreditation of Prior Experiential Learning (APEL)
●​Accreditation of Prior Achievement (APA)
●​Accreditation of Prior Learning and Achievement (APLA)

All evidence must be evaluated with reference to the stipulated learning outcomes and
assessment criteria against the respective unit(s). The assessor must be satisfied that the
evidence produced by the learner meets the assessment standard established by the
learning outcome and its related assessment criteria at that particular level.
Most often RPL will be used for units. It is not acceptable to claim for an entire qualification
through RPL. Where evidence is assessed to be only sufficient to cover one or more
learning outcomes, or to partly meet the need of a learning outcome, then additional
assessment methods should be used to generate sufficient evidence to be able to award the
learning outcome(s) for the whole unit. This may include a combination of units where
applicable.


EQUALITY AND DIVERSITY

OTHM provides equality and diversity training to staff and consultants. This makes clear that
staff and consultants must comply with the requirements of the Equality Act 2010, and all
other related equality and diversity legislation, in relation to our qualifications.

We develop and revise our qualifications to avoid, where possible, any feature that might
disadvantage learners because of their age, disability, gender, pregnancy or maternity, race,
religion or belief, and sexual orientation.

If a specific qualification requires a feature that might disadvantage a particular group (e.g. a
legal requirement regarding health and safety in the workplace), we will clarify this explicitly
in the qualification specification.


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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION











UNIT SPECIFICATIONS

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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Strategic Management

Learning Outcomes, Assessment Criteria and Indicative Content

Learning Outcomes –
the learner will:
Assessment Criteria –
the learner can:
Indicative content

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


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.
●​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: 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.
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.

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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


●​Using a variety of tools to critically analyse
internal business environment: 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.

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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


●​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.

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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


●​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.

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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


●​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.

Assessment

To achieve a pass for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the standards
specified by all assessment criteria.


SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Learning Outcomes to be met Assessment Criteria to be covered Assessment type Word count (approx. length)
All 1 to 5 All ACs under LO 1 to 5 Coursework 4500 words


Indicative reading list

Core texts:

Johnson, G. and Scholes, K. (2017) Fundamentals of Strategy. Pearson Ltd.

Gupta, S. and Starr, M. (2014) Productions and Operations Management Systems. Boca Raton, FL: CRC Press.

Additional reading:

●​Barney, J. (2010) Gaining and Sustaining Competitive Advantage. New York: Pearson Education.
●​Cusumano, M. A. and Markides, C. (2001) Strategic Thinking for the Next Economy. Mason, OH: Cengage Learning EMEA.
●​De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. Stamford, CT: Cengage Learning EMEA.
●​Finlay, P. N. (2000). Strategic Management: An Introduction to Business and Corporate Strategy. Harlow: Prentice Hall.
●​Goold, M., Campbell, A. and Alexander, M. (1994) Corporate-level Strategy: Creating Value in the Multibusiness Company. New York: John Wiley
and Sons Ltd.
●​Grant, R. (2010) Contemporary Strategy Analysis. Hampshire: John Wiley and Sons.
●​Gratton, L. (2000) Living Strategy: Putting People at the Heart of Corporate Purpose. Harlow: Financial Times/Prentice Hall.
●​Harrison, J. S. (2002) Strategic Management of Resources and Relationships: Concepts and Cases. Hampshire: John Wiley and Sons.
●​Hill, C., Jones, G. and Schilling, M. (2013) Strategic Management: Theory: An Integrated Approach. Stamford, CT: Cengage Learning.
●​Johnson, G., Scholes, K. and Whittington, R. (2008) Exploring Corporate Strategy. Harlow: Financial Times/Prentice Hall.
●​Johnson, G. & Scholes, K. (2000) Exploring Public Sector Strategy. Harlow: Financial Times/Prentice Hall.
●​Kaplan, R. & Norton, D. (2000) The Strategy-focused Organization: How Balanced Mandatory Card Companies Thrive in the New Business
Environment. Massachusetts: Harvard Business School Press.
●​Lynch, R. (2005) Corporate Strategy. Harlow: Financial Times/Prentice Hall.
●​McGee, J., Thomas, H. and Wilson, D. (2005) Strategy: Analysis and Practice. New York: McGraw-Hill Higher Education.
●​Mintzberg, H. (2000) The Rise and Fall of Strategic Planning. Harlow: Financial Times/Prentice Hall.
●​Mintzberg, H., Ahlstrand, B. and Lampel, J. (2008). Strategy Safari: Your Complete Guide Through the Wilds of Strategic Management. 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.

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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION



Journals/newspapers:

●​The Journal of Marketing
●​The European Journal of Marketing;
●​The Journal of Marketing Management;
●​Academy of Management Journal;
●​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;
●​Strategic Change;
●​Strategy and Leadership;

Websites:

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

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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Strategic Leadership

Learning Outcomes, Assessment Criteria and Indicative Content

Learning Outcomes –
the learner will:
Assessment Criteria –
the learner can:
Indicative content

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


1.​Understand the principles, concepts,
differences, and approaches to
contemporary leadership.
1.1​Explain the meaning and importance of
leadership.
1.2​Contrast the main approaches to the study of
leadership.
1.3​Critically evaluate the role of leadership in
strategic management.
●​Meaning and importance of leadership:
definitions of leadership in range of
organisational contexts; leadership as a
strategic competitive advantage; the
relationship between management and
leadership; characteristics of strategic leaders.
●​Approaches to the study of leadership: the
qualities or traits approach; the functional or
group approach, including action-centered
leadership; leadership as a behavioural
category; styles of leadership; contingency
theories; transitional or transformational
leadership; inspirational or visionary
leadership; authentic leadership.
●​Leadership in strategic management:
leadership and strategy; vision, mission and
values, stakeholder relationships, change and
change management; levels of leadership;
future thinking, storytelling and scenarios.
●​Work groups and teams: distinguish between
groups, workgroups and teams; types and
forms of teams: project teams, self-managed
teams, virtual teams, and operational teams,
etc.; group values and norms; formal groups,
informal groups
●​Characteristics of an effective work group
and team: Factors contributing to group
cohesiveness and performance, advantages
and disadvantages; member compatibility,
Belbin et al, team development and maturity;
creative leadership and team development;
inter-team conflict.
2.​Understand how leadership influences
individuals, teams and the organisation.
2.1​Critically compare the relationships between
leaders of work groups, and leaders of teams.
2.2​Distinguish between the influence of leadership
on groups and teams, and on formal and
informal groups.
2.3​Critically evaluate the characteristics of an
effective work group and team.
3.​Understand the impact of leadership on
organisational performance.
3.1​Assess the nature of organisation effectiveness
and performance.
3.2​Critically explore the main features and
requirements of leadership development.
3.3​Provide criteria for assessing an
organisations strategic effectiveness from
a leadership perspective.
4.​Understand ethical decision making and
organisational value.
4.1​Critically explore the exercise of leadership
power and influence.
4.2​Critically review the importance of ethics,
values and corporate social responsibilities
to an organisations value.
4.3​Critically evaluate leadership and sustainability
concepts and trends.

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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


●​Organisation effectiveness and
performance: distinguish between
organisation efficiency and effectiveness;
innovation, culture and creativity, excellence
models, Peters and Waterman, McKinsey 7S,
learning organisations.
●​Leadership development: Coaching,
empowerment and support, training and
learning, knowledge management, succession
planning and career progression, EFQM
Excellence Model.
●​Strategic effectiveness and leadership:
EFQM Excellence Model; Balanced Scorecard,
Strategy Maps.
●​Leadership power and influence: Leadership
and ethics; process of decision-making power
and control; French and Raven sources of
power, power involvement and compliance;
strategic control, power, order and flexibility,
delegation, trust and empowerment.
●​Ethics, values and corporate social
responsibility: models of ethics, ethical
decision making; value-based leadership;
values and corporate social responsibility; the
concept of corporate social value; codes of
business conduct; UN global compact; ethical
leadership.
●​Leadership and sustainability concepts and
trends: Concept of sustainability leadership,
sustainability leadership model, leadership and
sustainable development, leadership and the
triple bottom line.

Assessment


SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


To achieve a pass for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the standards
specified by all assessment criteria.

Learning Outcomes to be met Assessment Criteria to be covered Assessment type Word count (approx. length)
All 1 to 4 All ACs under LO 1 to 4 Coursework 4500 words

Indicative reading list

Core text: There are no essential resources required for this unit.

Additional Reading:

●​Adair, J. (2007). How to grow leaders: the seven key principles of effective leadership development. London: Kogan Page
●​Bass, B. M. and Riggio, R. (2005). Transformational Leadership. 2
nd
ed. Mahwah, NJ: Lawrence Erlbaum Associates
●​Covey, S. (1989). Seven habits of highly effective people. New York: Simon & Schuster
●​Goleman, D. (1996). Emotional Intelligence: Why it can matter more than IQ. Bantam Books
●​Handy, C. (1999). Understanding Organisations. 4
th
ed. Penguin Books
●​George, B. (2003). Authentic Leadership. San Francisco: Jossey-Bass
●​Hargreaves, A. Fink, D. (2006) Sustainable Leadership. San Francisco: Jossey Bass
●​Mullins, L. (2010) Management and Organisational Behaviour. London: Pearson Ltd.
●​Northouse, P. (2010). Leadership: Theory and Practice. 5
th
Ed, Sage Publications
●​Sinclair, A. and Agyeman, B. (2004). Building Global Leadership: Strategies for success. Roffey Park Institute

Journals/newspapers:

●​European Management Journal
●​Management Today (Haymarket Business Media);
●​The Leadership Quarterly
●​People Management (Chartered Institute of Personnel and Development);
●​Professional Manager (Chartered Management Institute);
●​Journal of Leadership and Organisational Studies
●​Journal of Leadership Studies

Websites:

●​www.aqa.co.uk AQA professional development;

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


●​www.cipd.co.uk Chartered Institute of Personnel and Development Continuing professional development;
●​www.cityandguilds.co.uk City & Guilds professional development;
●​www.businesslink.gov.uk Interactive tools for creating a personal development plan through assessment of management and leadership skills;
●​www.managementhelp.org Articles on leadership development planning and self- assessments for personal and professional development;
●​www.management-standards.org.uk Chartered Management Institute;
●​www.mindtools.com Time-management tools and activity logs.


Other sources:

●​Online resources, different research organisations and university based professional and communication network.



SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


[
Strategic Human Resource Management

Learning Outcomes, Assessment Criteria and Indicative Content

Learning Outcomes –
the learner will:
Assessment Criteria –
the learner can:
Indicative content

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


1.​Understand the role of management of
human resources.
1.1​Critically justify the importance of human
resource management in organisations.
1.2​Assess the role and purpose of the strategic
human resource management function and
activities in an organisation.
1.3​Evaluate how human resource management
is related to other functional areas.
●​Critical explanation of the nature and
importance of human resource management
in organisations: definition; features of HRM
approach; HRM models: D Guest, M Patterson,
best practice model, contingency model, Harvard
Framework; personnel management and HRM;
activities of HRM.
●​Assessing the role and purposes: Strategy:
HRM strategy; organisational strategy; HRM
strategy benefits for organisations;
interrelationships between HRM and
organisational strategies; organisational
performance and HRM strategy; HRM strategy
influence on organisational strategy;
organisational strategy influence on HRM
strategy; value creation; human capital
management; HRM strategy business focus;
effective HRM.
●​Evaluating contributions of human resource
management: evaluation of human resource
management contribution e.g. characteristics,
importance, techniques; the changing patterns of
effective human resource management; the
effect of globalisation; the use of IT.
●​Analysing the business factors: growth in
business; changes in business; labour market
competition; labour cost substitution;
development of employee; control of labour cost;
operations location; work nature changing;
productivity increase; efficiency increase;
technological impact; competition in business;
declination of business.
2.​Be able to create a human resource plan
for an organisation.
2.1​Assess the business factors to consider
before human resource planning.
2.2​Determine human resource requirements in
different organisational contexts.
2.3​Develop a human resource plan for an
organisation.
3.​Understand the role of legal and ethical
issues in developing human resources
policy.
3.1​Explain the purpose of human resource policy.
3.2​Assess the impact of regulatory and legal
requirements on human resource policies in
an organisation.
3.3​Assess the impact of business ethics, CSR,
and sustainability requirements on human
resource policies for an organisation.
4.​Be able to plan develop human resource
strategies.
4.1​Critically analyse the impact of an
organisational strategy, structure and culture
on the management of human resources.
4.2​Develop a structured, relevant and
comprehensive HR strategy.
4.3​Critically monitor the effectiveness of human
resources management.
5.​Understand HRM approaches within
organisations and their relationships with
organisational performance.
5.1​Critically evaluate the relationships between
business strategy and human resource
management.
5.2​Explain the implementation and measurement
of HR approaches using relevant metrics.
5.3​Monitor and evaluate a human resource
strategy that supports organisational mission,
vision, values and objectives.

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


●​Determining human resource requirements:
personnel prerequisites identification:
experiences, skills, qualifications, numbers;
personnel matching to organisational
prerequisites; basic prerequisite factors: skills,
demand and supply of labour, workforce;
external factors: policies of governments,
education, employment, regional or industrial
training; competitions in labour market.
●​Developing a human resource plan: human
resource planning e.g. features and
requirements; functionalities e.g. selection and
recruitment, retention, skill development,
up-skilling, re-skilling, succession planning;
outputs; resource demand; success factors;
planning length e.g. short, medium and long;
costs and benefits of business; Empowerment
and talent management.
●​Explaining the purpose of human resource
policy: policy purposes; selection and
recruitment; diversity and equality; development
and training; expenses and benefits; discipline;
performance improvement; rewards; pay; health
and safety; discipline; information confidentiality;
working time; paternity or maternity leave;
harassment or bullying; management of change;
grievance and dismissal; intellectual property:
copyrights, patents; protected disclosure/whistle
blowing; alcohol, drugs or smoking.
●​Analysing the impact of regulatory and legal
requirements on human resource policies in
an organisation: legislation of employment;
rights and responsibilities of employment;
payment related regulatory and legal rights; data
protection, conditions and contract terms.

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


●​Analysing the impact of ethical requirements
on human resource policies in an
organisation: ethics in human resource
management e.g. discrimination, harassment,
racism, gender preference, nepotism,
favouritism; employee satisfaction; compliance
and grievance.
●​Analysing the impact of an organisational
strategy, structure and culture on the
management of human resources: culture and
structure; culture led theoretical models: Schein,
Hofstede, Handy; culture of organisation;
interrelationships between HRM activities and
culture.
●​Proposing the effective appropriate HR
strategy: the requirement for effective human
resource strategies; SMART objective target
settings (specific, measurable, achievable,
realistic, time-based).

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


●​Critically monitor effectiveness of human
resources management and provide
recommendations: importance of monitoring
effective human resource management; policies,
strategies, operations; HRM contributions;
benefits; costs; use of resources; effectiveness;
ineffectiveness; information collection on HRM
performance; performance indicator
development; evaluation of HRM performance
indicators; quantitative measurement: person
output, productivity, retention of employee,
turnover of staff, cost saving; qualitative
measurement: stakeholder perspectives,
employee attitude surveys, HRM performance
benchmarking, service level standards and
agreements of HRM; costs and benefits utility
analysis; HRM improvement proposals and
activities.
●​Discuss relationship of people development
and HRM: planning for people development and
human resource management; functionalities:
employment, development, retention, skill
enhancement, planning of succession; HR
resourcing; success criteria; planning of
milestones: short, medium or long term; cases
study of businesses: benefits, costs, SMART
(specific, measurable, achievable, realistic, time-
based) target settings.
●​Explain organisational theory underpinning
HRM: organisational structure theories: Handy,
Mintzberg, Weber; HRM impacts and structure
forms: product based, functional, divisional,
geographical; matrix: centralisation,
decentralisation.

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


●​Discuss the interrelationship of employee
relations/HRM practices and the management
of change: employee relations e.g. concept,
features and application; best fit practices;
absence; discipline and grievance; consultation
and communication; employee engagement;
psychological contract; flexible working hours.
●​Developing the HRM process, recruitment
and selections: the requirement of human
resources; personnel requirement identification
e.g. number, experiences, qualifications, set
skills; human resource match to organisational
demands; factors of human resource
development, recruitment and selection e.g.
person profile, requirement of labour,
requirement of skills; external factors of
recruitment and selection; demand of labour;
labour supply; national level policies as related
to human resource e.g. education,
empl9oyment, training, regional, industrial;
competition in labour market.
●​Developing employee motivational and
appraisal strategies: employee motivation e.g.
features, importance and practices; career
progression; rewards; bonus and pay rise;
promotion; emotional support; job satisfaction.
●​Critically Analysing role and employee
retentions in organisations: employee
retention e.g. importance and trends; employee
turnover; competitive remuneration benefits; stay
interview; employee development.

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


●​Explore and discuss purpose of leadership in
different kinds of organisations: leadership
e.g. definition, features, characteristics, types,
purposes of leadership; direct and indirect
leadership; features of managers or leaders;
leadership skills; followership; 10 managerial
roles of Mintzberg.
●​Evaluate leadership practices in an
organisational context: styles of management
and leadership: persuasive; autocratic;
charismatic; participative; laissez-faire;
management and leadership influence on an
organisation; style impact on strategic decisions;
situation led adaptation of management and
leadership styles.
●​Creating a human resource strategy that
supports organisational mission, vision,
values and objectives: strategic leadership
development; leadership requirement for
organisational aspects e.g. mission, vision and
objectives; strategic development; organisational
strategy formulation.
●​Monitoring and evaluating the human
resource strategy: monitoring and evaluation
e.g. general features, criteria; organisational
mission, vision, values and objectives
monitoring; monitoring and evaluating strategy
formulation.



Assessment

To achieve a pass for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the standards

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


specified by all assessment criteria.

Learning Outcomes to be met Assessment Criteria to be covered Assessment type Word count (approx. length)
All 1 to 5 All ACs under LO 1 to 5 Coursework 4500 words

Indicative reading list

Core texts:

Rees, G. and Smith, P. E. (2017) Strategic Human Resource Management: An international perspective. Sage Publications

Additional reading:

●​Avery, G. (2004) Understanding Leadership. London: Sage
●​Bradley, F. (2005) International Marketing Strategy. New Jersey, FL: Prentice Hall.
●​Bratton, J., Grint, K. and Nelson, D. L. (2005) Organizational Leadership. New York: Thomson South Western.
●​Brooks, I. (2009) Organisational Behaviour: Individuals, Groups, and Organisations. Harlow: FT Prentice Hall.
●​Buchanan, D. and Huczynski, A. (2007) Organisational Behaviour. Harlow: FT Prentice Hall
●​Colquitt J, LePine, J. and Wesson, M. (2010) Organizational Behaviour. Boston: McGraw-Hill.
●​Daft, R. (2006) The Leadership Experience. New York: Thomson South Western.
●​Du Brin, A. J. (2007) Leadership: Research Findings, Practice and Skills. Boston: Houghton Mifflin.
●​Gill, R. (2006) Theory and Practice of Leadership. London: Sage.
●​Gold. J., Thorpe, R. and Mumford, A. (2010) Leadership and Management Development, 5th Edition. CIPD
●​Kouzes, J. M. and Posner, B. Z. (2008) The Leadership Challenge. 4th Edition. New York: Jossey-Bass. London: CIPD.
●​Mabey, C. and Finch-Lees, T. (2008) Management and Leadership Development. London: Sage.
●​Martin, J. (2005) Organisational Behaviour and Management. London: Thomson Learning. Mullins, L. J. (2010) Management and Organisational
Behaviour. 9th Edition. Harlow: Financial Times
●​Northouse, P. G. (2007) Leadership Theory and Practice. London: Sage
●​Northouse, P. G. (2009) Introduction to Leadership, Concepts and Practice. London: Sage
●​Robbins, S. and Judge, T. (2009) Organizational Behaviour. New Jersey: Person Prentice Hall
●​Storey, J. (2004) Leadership in Organisations; Current Issues and Key Trends. London: Rutledge. Times/Prentice Hall.

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Advanced Business Research Methods

Learning Outcomes, Assessment Criteria and Indicative Content

Learning Outcomes –
the learner will:
Assessment Criteria –
the learner can:
Indicative content

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


1.​Be able to develop research approaches
in a relevant context.
1.1​Appraise business research problems.
1.2​Develop and justify appropriate research aims and
objectives within a defined scope and timeframe.
1.3​Critically explore, select and justify research
approaches.
●​Research problem identification:
understanding the research context;
research problem identification for
investigation; research topic identification;
the conceptualisation of a research problem;
developing insights; feasibility and
possibilities; the search for literatures;
setting initial components e.g. working plan,
research goals, timetable and management,
research process, monitoring, evaluation
and revision.
●​Research problem selection and
justification: rationale of the proposed
research; appropriateness; reasons for
selection of a specific research topic; skills,
capacities and knowledge requirement
identification; research question and
hypothesis formulation; rationale elaboration;
essential date setting; review and monitoring
process.
●​Develop appropriate research objectives
and justification: background, aims and
objectives selection; reasons for these
selections; length of the research; skills,
capacities and knowledge enhancement e.g.
literature review, methodology, research type
selection, data collection and analysis,
drawing a successful conclusion; critical
knowledge on appropriate research methods
e.g. qualitative and quantitative, statistical
research tools; research validity, reliability
and ethical issues; critical justification of
these selections.
2.​Be able to critically review literature on a
relevant research topic.
2.1​Critically analyse different theoretical approaches
to a research problem.
2.2​Create a structured and thorough critical literature
review.
3.​Be able to design business research
methodologies.
3.1​Critically evaluate relevant research
methodologies to reflect the research objectives.
3.2​Design an appropriate methodology in terms of
the research objectives for a defined population.
3.3​Justify the methodology selected in terms of the
research objectives within agreed ethical
guidelines.
4.​Be able to develop a research proposal. 4.1​Create a research question, literature review and
methodology.
4.2​Propose techniques for use with quantitative and
qualitative data collection and analysis.

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


●​Literature review as relevant to the
research problem and objectives:
definition, features and ways to do literature
review; the generic selection of literature;
spotting the sources of literature; justification
of an appropriate selection of literature.
●​To compare different theories and
authors: the selection of appropriate
theories for the research;
conceptualisation of the research
phenomenon; including relevant theories
and the justification of choices; the
strength and credentials of relevant
theoretical framework; the understanding
and interpretation; developing the theoretical
framework.
●​Critical review of the key literature for
inclusion in a research proposal while
focusing on concepts and methodologies
followed by other: knowledge on
acceptability, reliability and validity of
literature; the reference style of literature;
key literature type selection e.g. journals,
books, papers, conference papers; source of
literature: library searches, internet, both
online and offline publication media.
●​Research methodologies and relationship
with research objectives: advanced
knowledge on research methodologies;
action research; intervention research; non-
intervention research.

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


●​Design and choose an appropriate
methodology in terms of the research
objectives: designing a research using the
most appropriate method; research question
or hypothesis test; reliability and validity test;
ethical and access issues consideration;
quantitative methodology; questionnaire
design and distribution; conducting
interviews; surveys; qualitative methodology;
interviews; observation; case studies
●​Justify the methodology selected in
terms of the research objectives: critical
knowledge on questions on the
questionnaire, interviewee selection, data
verification, bias, time and place selection,
interview recording; justification of using any
selected research tool.
●​Evaluate and use techniques for use with
quantitative and qualitative data: types of
data presentation and analysis; qualitative
data analysis e.g. techniques of
categorisation and coding; transcripts
interpretation, data analysis process, data
analysis, data presentation, the use of
information technologies, quantitative data
analysis e.g. value analysis, coding, data
analysis manually and electronically.

Assessment

To achieve a pass for this unit, learners must achieve the learning outcomes and meet the standards specified by all assessment criteria.

Learning Outcomes to be met Assessment Criteria to be covered Assessment type Word count (approx. length)
All 1 to 4 All ACs under LO 1 to 4 Coursework 2500 words


SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Indicative reading list

Core texts:

Cameron, S. (2005) The MBA Handbook. Harlow: Prentice Hall.

Saunders, M., Lewis, P. and Thornhill, A. (2010) Research Methods for Business Learners. Harlow: Prentice Hall.

Additional reading:

●​Anderson, V. (2009) Research Methods in Human Resource Management. London: Chartered Institute of Personnel and Development.
●​Binsardi, A. (2008) Research Methods for Management. Cambridge: International Academic Press.
●​Booth, A., Papaioannou, D. and Sutton, A. (2012) Systematic Approaches to a Successful Literature Review. London: Sage Publications.
●​Bryman, A. and Bell, E. (2011) Business Research Methods. New York: Oxford University Press.
●​Burns, R. P. and Burns, R. (2008) Business Research Methods & Statistics Using SPSS. London: Sage Publications.
●​Cooper, D. R. and Schindler, P. S. (2006) Business Research Methods. Boston: McGraw Hill.
●​Deniels, P. and Becker, L. (2012) Developing Research Proposals. London: Sage Publications.
●​Denscombe, M. (2007) The Good Research Guide. Maidenhead: Open University Press.
●​Easterby-Smith, M., Thorpe, R. and Jackson, P. (2012) Management Research. London: Sage Publications.
●​Fink, A. (2009) Conducting Research Literature Reviews. London: Sage Publications. Flick, U. (2011) Your Research Project. London: Sage
Publications.
●​Gill, J. and Johnson, P. (2010) Research Methods for Managers. London: Sage Publications. Jankowicz, A. D. (2005). Business Research Projects.
London: Thomson Learning.
●​Jesson, J. K., Matheson, L. and Lacey, F. M. (2011) Doing Your Literature Review. London: Sage Publications.
●​Keleman, M. L. and Rumens, N. (2008). An Introduction to Critical Management Research. London: Sage Publications.
●​Malhatra, N. K. (2007) Marketing Research: An Applied Orientation. New Jersey: Pearson.
●​McNiff, J. and Whitehead, J. (2009) Doing and Writing Action Research. London: Sage Publications.
●​Moutinho, L. and Hutcheson, G. D. (2011) The Sage Dictionary of Quantitative Management Research. London: Sage Publications.
●​Robson, C. (2002) Real World Research. Hampshire: John Wiley and Sons.
●​Saunders, M., Lewis, P. and Thornhill, A. (2009) Research Methods for Business Learners. Harlow: Financial Times/Prentice Hall.
●​Thomas, R. and Lynn, P. (2009) Survey Research in Practice. London: Sage Publications.


SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Strategic Financial Management

Learning Outcomes, Assessment Criteria and Indicative Content

Learning Outcomes –
the learner will:
Assessment Criteria –
the learner can:
Indicative content

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


1.​Be able to apply the tools and
techniques of cost accounting.
1.1​Critically analyse the concepts, features and
importance of cost accounting in an
organisation.
1.2​Apply tools of costing design and costing
systems to an organisation.
1.3​Recommend improvements to the costing and
pricing systems of an organisation.
●​Introduction to financial and managerial
accounting its purposes and financial
strategy formulation.
●​Cost systems: Cost classifications in terms of
object; function, product/service and behaviour;
opportunity cost, recording and analysing costs;
job costing; batch costing; process costing;
contract costing; standard costing; variance
calculations; variance analysis and management
by exception.
●​Costing methods: absorption, marginal costing,
activity-based costing (ABC); use in calculating
costs and pricing policy and their relationship to
cost controls and pricing.
●​Cost control of systems: cost centre; profit
centres; investment centres; accountable
management; planning and control methods.
●​Financial statements: estimates and
assumptions relating to the profit and loss
account; balance sheet and cash flow statement.
●​Financial ratios analysis, interpretation,
decisions and limitations: employment of
financial ratios internally and externally; financial
profiles of organisations; calculation of key ratios
reflecting business liquidity; efficiency and
profitability.
●​Budgets: types; flexible and fixed budgets;
zero-based budgeting, budgeting process from
subsidiary/functional to master budget;
relationship of budget to cost and quality control,
resource utilisation and profitability.
2.​Be able to critically analyse the financial
performance of businesses.
2.1​Analyse financial statements to assess the
financial position of an organisation.
2.2​Recommend organisational decisions based
on evaluation of financial statements using
financial ratios.
2.3​Propose managerial recommendations on the
strategic portfolio of an organisation based on
financial analysis.
3.​Be able to evaluate the budgetary
processes of organisations.
3.1​Evaluate budgetary targets for an
organisation.
3.2​Develop a master budget for an organisation.
3.3​Critically evaluate budget and budgetary
processes in an organisation.
4.​Be able to recommend effective long
term and short-term sources of funding.
4.1​Assess the need for short term working capital
and long- term funds for an organisation.
4.2​Appraise appropriate sources of short term
and funds for an organisation.
4.3​Justify choices of sources of funds using a
range of criteria related to cost and risk.
5.​Be able to critically appraise investment
options.
5.1​Apply financial appraisal methods to analyse
competing investment projects in different
kinds of organisations.
5.2​Justify strategic investment decision for an
organisation using relevant financial
information.
5.3​Critically analyse strategic investment
decisions using information.

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


●​Budgets monitoring and evaluations:
budgeted and actual figures, accounting for and
investigating different kind of variances in
budgetary controls; corrective action; human
behavioural issues relating to budgeting.
●​Sources of financial resources; types of
funds: short term and long terms, sourcing
funds internally and externally; venture
capitalists, leverages; risk, cost and control
issues with types of funding; techniques of
selecting appropriate sources of funds for
different projects – comparison of costs, risk and
controls.
●​Managing working capitals and appraisal of
investment options: capital and revenue
expenditure, risk, cost and controls; cash flow
statements; time value of money; different
methods of project appraisal like: accounting
rate of return; payback period and cash flows;
discounted cash flow – net present value and
internal rate of return; and allowance for inflation
in money and real rates of discount, taxation and
project appraisal.
●​Impacts of information and communication
technology; global financial management; using
excel sheets in financial analysis, MIS and
financial resource plaining and control.


Assessment

To achieve a pass for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the standards
specified by all assessment criteria.

Learning Outcomes to be met Assessment Criteria to be covered Assessment type Word count (approx. length)

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


All 1 to 5 All ACs under LO 1 to 5 Coursework 4500 words

Indicative reading list

Core texts:

Atrill, P. and McLaney, E. (2006) Accounting & Finance for Non-specialists. (5th edition)
Harlow: FT Prentice Hall.

Chaffey, D., Bocij, P., Greasley, A. and Hickie, S. (2006) Business information systems: technology, development and management for the e-business, (3
rd

edition), Harlow: Financial Times Prentice Hall/Pearson Education.

Additional reading:

●​Atrill, P. (2011) Financial management for decision makers. Harlow: FT Prentice Hall.
●​Atrill, P. and McLaney, E. (2006) Management Accounting for Decision Makers. Harlow: Prentice Hall.
●​Berk, J. and DeMarzo, P. (2007) Corporate Finance. London: Pearson.
●​Brealey, R., Myers, S. and Marcus, A. (2007) Fundamentals of Corporate Finance. New York: McGraw Hill Irwin.
●​Cox, D. and Fardon, M. (1997) Management of Finance. London: Osborne Books.
Dyson, J. R. (2004) Accounting for Non-Accounting Learners. 6
th
Edition. Harlow: FT Prentice Hall.
●​Drury, C. (2009) Management Accounting for Business. 4
th
Edition. London: Cengage Learning EMEA.
●​Lumby, S. and Jones, C. (2000) The Fundamentals of Investment Appraisal. London: Thomson Learning.
●​Laudon, K. and Laudon J. (2007) Management Information Systems – Managing the Digital Firm. 10th Edition. Harlow: Prentice Hall.
●​Monden, Y. (1995) Cost Reduction Systems: Target Costing and Kaizen Costing. New York, Productivity Press.
●​Marsh, C. (2009) Mastering Financial Management. Harlow: FT Prentice Hall.
●​Van Horne, J. and Wachewicz, J. (2009) Fundamentals of Financial Management. Harlow: FT Prentice Hall
●​White, G. I., Sondhi, A. C. and Fried, D. (2003) The Analysis and Use of Financial Statements. 3rd Edition. Hampshire: John Wiley and Sons.

Other indicative reading:

●​Peer reviewed academic journals as Financial Management, Journal of International Financial Management & Accounting, International Journal of
Financial Management and related.
●​Online resources, corporate industry reports, the Institute of Certified Financial Managers publications and relevant.

Journals/newspapers:

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION



●​The Financial Times;
●​Management Accounting Quarterly;
●​Financial Management;
●​International Journal of Financial Management;
●​Journal of International Financial Management & Accounting;
●​Management Today;
●​Strategic Finance;

Websites:

●​Most of the professional accounting bodies in the UK have their own websites (CIMA, ICA, CIPFA, AAT);
●​www.aat.co.uk Association of Accounting Technicians;
●​www.cimaglobal.com Chartered Institute of Management Accountants;
●​www.cipfa.org.uk Chartered Institute of Public Finance and Accountancy;
●​www.companies-house.gov.uk Companies House.

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Supply Chain and Operations Management

Learning Outcomes, Assessment Criteria and Indicative Content

Learning Outcomes –
the learner will:
Assessment Criteria –
the learner can:
Indicative content

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


1.​Understand the relationship between
supply chain management, operations
management and organisational
business objectives.
1.1​Critically explain the significance of effective
supply chain and operational management in
achieving organisational objectives.
1.2​Explain the relationship of supply chain
management with other business functions in an
organisation.
1.3​ Critically analyse the key success factors that aid
in developing an integrated supply chain strategy
in an organisation.
Operations management: definition, aims,
objectives, features; importance of effective
operations management; the relationship of
operations management with different areas of an
organisation e.g. operations, management,
administration, procurement; value chains.
Supply chain and operations management
relationship types: basic and critical understanding
of relationship between supply chain and operations
management types; alliances e.g. strategic,
adversarial, collaborative, developmental; business
relationship e.g. supplier, business to business,
business to consumer; networks e.g. personal,
business; organisational; association e.g. supplier
association; supplier development; intermediation
and disintermediation.
Key success factors that support to develop an
integrated supply chain strategy in an
organisation: success factors identification and
critical analysis; cost reductions and customer
service; demand fulfilment; time compression; total
ownership cost reduction; basic facilitators for
effective supply chain management e.g. inventory,
facilities, information, transportation, pricing,
sourcing, technology, customer services.
Critically evaluate factors and strategies that
drive operations management: the conceptual
understanding of information technology and
operation management; the impact of globalisation;
factors to adopt information technology; the impact
of IT on operations management.
2.​Be able to critically analyse the role of
technology in supplier relationships.
2.1​Critically evaluate factors and strategies that drive
organisations to maintain supplier relationships.
2.2​Assess the use of information technology to
create strategies to develop effective supplier
relationships.
2.3​Recommend supplier relations systems to
maintain relationships with suppliers.
3.​Be able to critically analyse the
importance of logistics and
procurement in supply chain
management.
3.1​Justify the importance and use of logistics in
supply chain management in an organisation.
3.2​Evaluate the effectiveness of procurement
strategies and procedures in an organisation.
3.3​Critically analyse factors that may improve
logistics and procurement strategies in an
organisation.
4.​Be able to develop a systematic order
of procurement and inventory control.
4.1​Design effective and economic order quantity for
procurements in an organisation.
4.2​Critically evaluate the role of the principles of LIFO
and FIFO in inventory control.
4.3​Evaluate the just in time systems of managing
inventory.

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Analyse and use information technology to
create strategies to develop effective supplier
relationships: the use of extranets, intranets,
internets and virtual private networks to manage
order processing, supply chain integration, tracking
system and a comprehensive data interchange
system on the web; supply and operational
management information exchange; dependencies
on digital platforms.
Critical explanation of the importance and use of
logistics in operations management in an
organisation: logistics e.g. features in a changed
global business organisational context;
interrelationships with supply and operational chain
management; logistics planning; control and
functioning of product movement and storage; raw
materials management; operational activities and
marketing; product supply and information
circulation; aspects covering product supply and
use.
Evaluation of effectiveness of procurement
strategies and procedures in an organisation:
the key aspects of procurement; the selection of
suppliers; policies of procurement; optimal
procurement; quality; reliability.
Critical analysis and discussion of factors to
improve logistics and procurement strategies:
factors of logistics and procurement strategy
improvement; the role of external factors; internal
factors as related to logistics and procurement; the
role of stakeholders and beneficiaries; the
development of logistics and procurement
strategies.
5.​Be able to develop a strategy to
improve an organisation’s supply
chain.
5.1​Analyse factors involved in developing a strategy
to improve an organisation’s supply chain.
5.2​Plan various supply chain strategies to improve an
organisation’s supply chain.
5.3​Justify the choice of a supply chain strategy
according to its suitability, feasibility, acceptability
and overall performance benefits in an
organisation.

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Discuss the design effective and economic
order quantity for procurements at an
organisation: definition, aims, objectives, features
and importance of procurement control;
procurement control strategies; factors of
procurement control.
Critical evaluation of the role of principles LIFO
and FIFO in inventory control: inventory
management; shipment; lead time reduction; lean
organisational control; online business communities;
information sharing; online inventory management;
LIFO (First- in-first-out), FIFO (Last-in first-out) and
AVCO (Average cost or weighted cost) e.g.
definition, characteristics, capacities; effectiveness
in changed global environments; roles in managing
inflation, taxation and cost flow.
Evaluation of just in time systems of managing
inventory: Just in Time (JIT) qualifications e.g.
definition, features, capacities, tools and
procedures; transaction cost reduction; purchasing
capacities improvements; purchase scheduling;
order processing; tracking.
Analysing factors and contextual environment
of operations management: strategic
implementation of stock holding reduction
strategies; waste reduction strategy implementation;
labour cost reduction strategies; manufacturing
facilities improvement; on time supply; customer
service improvement; factors related to supply chain
e.g. marketing, financial, sales, manufacturing,
human resources; operational.

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Developing metrics to monitor effectiveness and
efficiency of operations management: critical
knowledge on operations management metrics;
operational understanding; application of these
metrics in production, procurement, inventory,
distribution, customer service, warehousing,
transportation.
Plans to overcome barriers of supplying chain
improvement strategy: strategic supply chain
improvement barrier identification; problems of cash
flow; lack of efficiencies in inventory management;
distribution network inappropriateness; distribution
strategy ineffectiveness; logistical activity trade-offs
e.g. reducing transportation costs, inventory holding
cost reduction; ineffective supply chain information
sharing.
Propose a resource and time plan: problem
identification for operations strategy implementation;
strategic resource allocation plan; strategic time
management plan; understanding the development
areas of an organisation; comprehensive strategic
management plan implementation covering areas
as production management, distribution
management, channel management, inventory
management, customer service management,
financial management, payment management,
supplier management, and transportation
management.


Assessment

To achieve a pass for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the standards
specified by all assessment criteria.


SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Learning Outcomes to be met Assessment Criteria to be covered Assessment type Word count (approx. length)
All 1 to 5 All ACs under LO 1 to 5 Coursework 4500 words

Indicative reading list

Core texts:

Myerson, M. (2012) Lean Supply Chain and Logistics Management. New York: McGraw- Hill Books.

Slack, N. Brandon-Jones, A. and Johnston, R. (2013) Operations Management. Harlow: Pearson Education Limited.

Additional reading:

●​Bowersox, D., Closs, D. and Cooper, M. B. (2002) Supply Chain Logistics Management. New York: McGraw Hill Books.
●​Chaffey, D. (2009) E-Business and E-Commerce Management: Strategy, Implementation and Practice. Harlow: Financial Times/Prentice.
●​Christopher, M. (2013) Logistics and Supply Chain Management. Oxford: Butterworth Heinemman.
●​Mahadeva, B. (2010) Operations Management: Theory and Practice. New Delhi: Dorling Kindersley (pvt.) Limited.
●​Sheffi, Y. (2005) The Resilient Enterprise: Overcoming Vulnerability for Competitive Advantage. Cambridge, MT: MIT Press.
●​Stadtler, H. and Kilger, C. (2008) Supply chain management and advanced planning: Concepts, models, software and case studies. Hamburg:
Springer.
●​Turban, T., Lee, J. K., King, D., Liang, T. P. and Turban, D. (2010) Electronic Commerce 2010: A Managerial Perspective. 6th Edition. New York:
Pearson Education.

Journals/newspapers:

●​The Financial Times very often publishes articles and news on supply and operations management;
●​European Journal of Purchasing and Supply Management;
●​Journal of Operations Management;
●​Supply Chain Management: An International Journal;

Websites:

●​www.cips.org Chartered Institute of Purchasing and Supply;
●​www.iwvaluechain.com Industry Week’s the Value Chain;
●​www.som.cranfield.ac.uk The Cranfield Centre for Logistics and Supply Chain Management (CLSCM);

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


●​www.logistics.about.com/mbody News about logistics and the supply chain;
●​www.supplymanagement.com details of industry focused supply chain news and updates.



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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Entrepreneurship and Innovation

Learning Outcomes, Assessment Criteria and Indicative Content

Learning Outcomes –
the learner will:
Assessment Criteria –
the learner can:
Indicative content

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


1.​Be able to critically analyse the concepts
and process of entrepreneurship.
1.1​Critically analyse the nature, characteristics and
challenges of establishing different kinds of
enterprise.
1.2​Critically assess own entrepreneurial skills and
attributes.
1.3​Evaluate what makes a successful commercial or
social entrepreneur.
Nature, characteristics and challenges of
entrepreneurship: establishing different kind of
enterprise; business skills and attributes; skills
envisaged for new ideas: e.g. paperwork, sales,
marketing, finance, production, purchasing;
business law; obtaining supplies; maintaining
equipment; monitoring quality; getting publicity;
writing promotional materials; strategic thinking;
communication; dealing with stakeholders;
negotiation; decision making; problem solving;
delegation; to support creative and innovative
and entrepreneur management processes for a
project or organisation; key factors of a
successful commercial or social entrepreneur.
Types of innovation: product development;
market development; business model
innovations; increasing efficiency and developing
cost advantage, e.g. outsourcing, changing
production methods, remodelling the supply
chain, electronic ordering and invoicing;
improving processes; taking calculated risks;
having a positive attitude; being motivated and
dedicated; flexibility and adaptability;
intuitiveness; the drive to succeed and grow;
openness to change; having the vision and
capacity to inspire.
2.​Be able to evaluate innovative and
entrepreneurial management processes
for a project or organisation.
2.1​Evaluate methods for encouraging creativity and
innovation in organisations.
2.2​Evaluate potential creative and innovative
management ideas.
2.3​Critically explore how to lead others to positively
embrace innovation and change.
3.​Be able to critically assess proposals
developed from new ideas.
3.1​Analyse business ideas.
3.2​Evaluate production, and marketing feasibility of
new business ideas.
3.3​Produce business planning forecasts using
financial techniques.
4.​Be able to develop a business plan. 4.1​Develop a business plan for a new business.
4.2​Develop a control and monitoring mechanism for
the business plan.

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Selection and development of ideas: ideas –
value chain; inside/outside; cross- pollination;
selection; development; diffusion; role of
incubation; need to be systematic; adopting
appropriate style for different circumstances;
influencing and motivating others – methods of
rewarding staff for appropriate behaviours;
effecting change management; influence of vision
and mission; concept that policies and
procedures are supported by a culture that
reinforces consistently what the organisation is
about.
Tools for creative and innovative solutions:
theory and application of lateral thinking;
visioning and problem-solving techniques; theory
and use of analytical tools – sources of business
ideas; PESTLE (political, economic, social,
technological, legal, environmental) analysis;
cost-benefit analysis; decision-making processes
and styles.
Risks: risk analysis; risk management
techniques.

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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Sources of business ideas: process of idea
development; Stage Gate Model; methods: e.g.
theoretical models, e.g. Graham Wallas (1926)
Preparation (definition of issue, observation, and
study); incubation (laying the issue aside for a
time); illumination (the moment when a new idea
finally emerges); verification (checking it out);
Anderson and West’s four factor theory of group
climate for innovation: vision, participative safety,
task orientation and support for innovation;
cultivating own imagination and curiosity; use of
mind-maps; problem-solving exercises;
overcoming barriers to creativity; the journalistic
six (asking who, why, what, where, when, how).
Common elements in theoretical models:
preparation including use of observation;
imagination and curiosity creating store of
concepts; analysis of problem; generation of
ideas through seeking links between concepts;
harvesting of ideas; enhancing and evaluating of
ideas.
Market research: types of research as primary,
secondary.
Purposes for micro start-up business: reduce
risks; convince sponsors; make first link with
potential customers; use of tools to analyse
production, and marketing feasibility of the new
business idea business planning forecasts using
financial techniques; cash flows; use different
methods of evaluations of projects (accounting
and time value of money based).
The nature and purpose of intellectual
property rights; patents; copy rights;
trademarks; trade secrets; product vs. process
patents.

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


The eight categories of copyright works and the
distinction between authorial and entrepreneurial
works; and moral rights; infringement of
copyright: the need for copying; primary and
secondary infringing acts.
The basic requirements in relation to the
registration of trademarks; registerable
marks; absolute and relative grounds of
refusal/objection; the requirement for a mark to
be used or intended to be used on particular
goods or services and the significance of the
description of goods or services on the register.
The requirements for an invention to be
patented: patentable subject-matter; industrial
applicability; novelty and inventive step.
An overview of patent application procedure
including: the contents of a patent and the legal
requirements for the specification and claims; the
role of qualified patent agents in drafting patent
specifications; and the options for obtaining
patent protection nationally throughout Europe
and worldwide.
Elements of a business plan: mission, vision,
objectives and type of company; organisation
charts; sources of funds; brief feasibilities
(market, competition, business, financial,
production & technical, HR) and resource needs;
legal business formats for small business: e.g.
sole trader, partnership, private limited company,
social enterprise formats, partnership; private
limited company, social enterprise formats.
Business plan headings: executive summary;
vision; purpose; summary of proposition.

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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Outline of rewards; management: goals, risks
to business, skills requirements, legal structure,
professional advisors. Summary of finance: profit
and loss forecast; cash-flow forecast; break-even
analysis.
Funding required: purpose; timing of
requirements; preferred sources.
Summary of markets and competition: local
business environment; market research;
marketing; promotion; product or service can be
made; how, where and when sales can be made.
Control and monitoring mechanism for the
business plan: schedules and Gantt Charts;
organising for resources and procedures; key
success factors and metrics; balance.
Investor’s needs from potential investment
opportunity: compelling idea; skills, experience
and knowledge; trust; business acumen; able to
work with; robust assessment of risks; good
potential return on investment.
Investment Planning stage of the pitch: gather
supporting evidence; identify and overcome risks;
determine amount of finance needed; assess
return on investment (ROI); design presentation
of business and financial plan; select and
become familiar with venue for meeting.
Structure of presentation: introductions; outline
of idea; main points in logical order; questions;
courteous close.
Visual aids: presentation software; handouts;
selection of key parts of plan; use of graphics.

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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Presentation skills: personal presentation to
portray desired image as dress, professional
manner; importance of appearing to be confident;
importance of honesty; importance of being fluent
about content of pitch; importance of practicing
presentation; importance of portraying energy,
enthusiasm and commitment.
Negotiation: identification of expected questions;
robustness of evidence of market; own skills and
expertise; security of supply; assumptions behind
sales forecasts and return on investment
calculations; capacity to meet high demand etc;
techniques for handling challenging questions;
having a bottom line for level of sponsorship.

Assessment

To achieve a pass for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the standards
specified by all assessment criteria.

Learning Outcomes to be met Assessment Criteria to be covered Assessment type Word count (approx. length)
All 1 to 4 All ACs under LO 1 to 4 Coursework 4500 words

Indicative reading list

Core texts:

●​Burns, P. (2007) Entrepreneurship and Small Business. Hampshire: Palgrave. Barrow, P. (2008) The Best-laid Business Plans. London: Virgin.
●​Bently, L. (2008) Intellectual Property Law. Oxford: Oxford University Press.
●​Ford, B. R., Bornstein, J. M., Pruitt, P. T. and Young, E. (2010) The Ernst & Young Business Plan Guide. Chichester: John Wiley & Sons.
●​Green, J. (2005) Starting your own business. New York: How to Books. Jones, P. (2007) Tycoon. Montessori, M: Hodder and Stoughton.
●​Mair, J. (2006) Social Entrepreneurship. Hampshire: Palgrave Macmillan.
●​Mawson, A. (2008) The Social Entrepreneur, making communities work. London: Atlantic Books.
●​Rae, D. (2007) Entrepreneurship: From opportunity to action. Hampshire: Palgrave Macmillan

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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


●​Reuvid, J. (2006) Start-up and run your own business. London: Kogan Page.
●​Robinson, K. (2005) The element: How finding passion changes everything. London: Penguin.
●​Stokes, D. and Wilson, N. (2006) Small business management and entrepreneurship. London: Thomson.
●​World Intellectual Property Organisation (WIPO) (2012) The enforcement of intellectual property rights-A case book. Retrieved from:
http://www.wipo.int/edocs/pubdocs/en/intproperty/791/wipo_pub_791.pdf

Additional reading:

●​Barringer, B. R. and Ireland, D. (2009) Entrepreneurship: Successfully launching new ventures. Boston: Pearson Education.
●​Alinsky, S. D. (1999) Rules for radicals. Westminster: Random House. Burgh, B. (2007) The go-giver. New York: Portfolio Hardcover.
●​Claxton, G. (2000) Hare brain, tortoise mind: How intelligence increases when you think less. London: Ecco.
●​Gittomer, J. (2003) The sales Bible: The ultimate sales resource. Hoboken, N.J.: John Wiley & Sons.
●​Gladwell, M. (2002) The tipping point: How little things can make a big difference. London: Back Bay Books.
●​Godin, S. (2005) Purple Cow. London: Penguin.
●​Godin, S. (2008) Tribes. London: Paitkus

Books:

●​Kirby, D. (2002) Entrepreneurship. Maidenhead: McGraw-Hill Higher Education.
●​Mawson, A. (2008) The social entrepreneur: Making communities work. London: Atlantic Books.
●​Semler, R. (2001) Maverick! The success story behind the world's most unusual workplace. Harlow: Random House Business Books.
●​Vaynerchuck, G. (2009) Crush it! Why now is the time to cash in on your passion. New York: Harper Studio.
●​Weinber, T. (2009) The new community rules: Marketing on the social web. Farnham: O'Reilly Media.
●​West, C. (2008) Think like an entrepreneur, your psychological toolkit of success. Harlow: Prentice Hall.

Journals/newspapers:

●​Journal of Social Entrepreneurship;
●​International Journal of Social Entrepreneurship and Innovation;
●​Journal of Innovation and Entrepreneurship;
●​Journal of Entrepreneurship;

Websites:

●​http://www.epo.org/index.html

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


●​www.businessballs.com
●​www.businesslink.co.uk
●​www.directedcreativity.com
●​www.enchantedmind.com
●​www.hypohoist.co.uk
●​www.orkneyrose.com/about
●​www.sfedi.co.uk
●​www.socialenterprise.org.uk

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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Globalisation and Corporate Governance

Learning Outcomes, Assessment Criteria and Indicative Content

Learning Outcomes –
the learner will:
Assessment Criteria –
the learner can:
Indicative content

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


1.​Be able to critically discuss the impacts of
globalisation on organisations.
1.1​Analyse the effects of globalisation on
organisations operating nationally using
PESTLE approach.
1.2​Evaluate the role of trading blocs such as the
EU on organisations with global presence.
1.3​Explain the roles and responsibilities of
international organisations for harmonising
business practice globally.
●​International business environment –
PESTLE (political, economic, social, technical,
legal, environmental) analysis; market size;
economies of scale.
●​Multinational corporations: transnational
corporations; international institutions – World
Trade Organisation (WTO), World Bank,
International Monetary Fund (IMF),
Organisation for Economic Co-operation and
Development (OECD), the Group of Twenty
(G-20).
●​Global financial stability: capital investment;
emerging economies (tiger economies, BRIC
economies); European Union (EU);
international trading blocs, corporate values;
corporate social responsibility; fair trade;
transfer pricing; outsourcing; developing world
production; human rights; child labour;
intellectual property (copyrights, trademarks,
patents); corruption; pariah states; piracy;
counterfeiting; hegemony; cultural imperialism;
cultural factors.
2.​Be able to critically discuss the
socio-cultural, ethical and moral issues
that affect global organisations.
2.1​Critically analyse various socio-cultural, ethical
and moral factors that may affect global
organisations.
2.2​Compare and contrast organisational
approaches to ethically manage a globally
diverse workforce.
2.3​Critically discuss the roles and responsibilities
of global organisations to improve workforce
welfare.
3.​Be able to analyse the role of corporate
governance in global organisations.
3.1​Justify the significance of responsible corporate
governance in global organisations.
3.2​Critically analyse the regulatory requirements
that shape corporate governance in global
organisations.
3.3​Critically evaluate the impact of regulatory
requirements on corporate stakeholders’
interests in a global organisation.
4.​Be able to critically discuss International
Consumer Protection laws.
4.1​Analyse the significance of national and
international legal frameworks covering
consumer protection laws.
4.2​Examine key international consumer protection
laws that may affect the operations of a global
organisation.
4.3​Evaluate the measures that exist in a global
organisation to protect consumers’ interests.

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


●​Social, cultural, ethical and moral issues:
equal opportunities, diversity; disability;
discrimination; racism; harassment; bullying;
whistleblowing; privacy; confidentiality (up-
to-date legislation covering these issues must
be used); workforce profiling; dignity in the
workplace; multi-culturalism, stereotyping;
labelling; prejudice, glass ceilings; human
rights; Citizen’s Charter, moral imperatives;
value rigidity; empowerment; management
styles; work-life balance; childcare provision;
professional development; employee
participation; ethical standards in business
activities (finance, human resources,
marketing, dealing with stakeholders);
affirmative action; codes of practice;
organisational policies; staff training.
●​Corporate governance: nature, purposes
(direction, oversight, accountability); board
responsibilities; transparency; disclosure;
objectivity; integrity; ethical behaviour;
organisational culture; stakeholders’ interests;
principal/agent; governance controls (internal,
external); best governance practice.
●​Regulatory requirements: Cadbury report;
Rutteman guidance; Greenbury report; Hampel
report; Turnbull report; Higgs report; Smith
report; Companies Acts (2004, 2006); the 8th
Company Law Directive of the European Union
(2006), Sarbanes Oxley Act (2002, US) –
impact on domestic business;
5.​Be able to critically analyse regulations
related to online trading.
5.1​Analyse the significance of the UK legislations
related to online trading.
5.2​Determine the actions that need to be taken by
organisations to ensure they are adhering to the
key online trading legislations.

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


●​Corporate Governance Code: stock
exchange listing requirements; incorporation of
legal and regulatory requirements into
organisational policies, practice and
procedures.
●​Environmental laws, issues: ecological and
anthropocentric world views; climate change e.
g. Kyoto Protocol, Rio Earth Summit; carbon
emissions; biodiversity; environmental
degradation; conservation; overpopulation;
genetic engineering; resource use; resource
depletion; waste; pollution; externalities, public
goods, free goods; green accounting; balanced
mandatory cards; corporate responsibilities;
health and safety at work; accident prevention;
employment contract; employer’s duty of care;
occupational health
●​Environmental legislation: International
policy, EU legislation; UK legislation;
environmental protection (air, environmental
permitting, land, waste, water, chemicals);
noise and nuisance; climate change; energy
conservation (the most up-to-date legislation
covering these issues must be used).
Assessment

To achieve a pass for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the standards
specified by all assessment criteria.

Learning Outcomes to be met Assessment Criteria to be covered Assessment type Word count (approx. length)
All 1 to 5 All ACs under LO 1 to 5 Coursework 4500 words

Indicative reading list


SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Key Reading list:

There are no essential resources required for this unit. A set of resources are needed to cover all LOs.

Additional reading:

●​Bagley, C. E. (2012) The entrepreneur's guide to business law. Mason, Ohio: South- Western.
●​Bently, L. (2008) Intellectual property law. Oxford: Oxford University Press.
●​Coteanu, C. (2005) Cyber Consumer Law and unfair trading practices: Unfair commercial practices (Markets and the Law). Kent: Ashgate
Publishing.
●​Crane, A. and Matten, D. (2010) Business ethics: Managing corporate citizenship and sustainability in the age of Globalisation. Oxford: Oxford
University Press.
●​Mallin, C. A. (2009) Corporate governance. Oxford: Oxford University Press.
●​Solomon, J. (2010) Corporate governance and accountability. Hampshire: John Wiley and Sons.
●​MacIntyre, E. (2012) Business Law. Harlow: Pearson.
●​Cross, F. and Miller, R. (2014) The legal environment of business: Text and cases. Mason: Cengage Learning.
●​Worthington, I. (2009) The business environment. Harlow: FT Prentice Hall.

Journals/newspapers:

●​International Journal of Corporate Strategy and Social Responsibility;
●​Journal of Business Law & Ethics;
●​Journal of Business Ethics.
●​The Economist (The Economist Newspaper Ltd) has articles on corporate responsibility and governance from time to time;
●​The Times (Times Newspapers Ltd) has a specialist section on human resource related topics that it publishes once a week;


Websites:

●​http://www.wto.org
●​www.businesslink.gov.uk
●​www.europa.eu
●​www.frc.org.uk
●​www.imf.org
●​www.netregs.gov.uk

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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


●​www.oecd.org

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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Strategic Change Management

Learning Outcomes, Assessment Criteria and Indicative Content

Learning Outcomes –
the learner will:
Assessment Criteria –
the learner can:
Indicative content
1.​Be able to evaluate change agents’
knowledge, attributes skills and
development.
1.1​Critically analyse the relationship between
leadership and change agents.
1.2​Critically analyse the characteristics and
attributes of change agents.
1.3​Critically evaluate the effectiveness of change
agents.
●​Characteristics of effective change agents:
attitudes, values and behaviour of change
agents’ e.g. courageous leadership, recognise
growth opportunities; demonstrates flexibility
and resilience; explores alternative
perspectives
●​Self-reflection: This includes reflecting on
your own attitudes, values and behaviour and
identifying areas of change required to be an
effective change agent
●​Practical application: evaluate the

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


effectiveness of a change agent’s knowledge
skills and competencies and action plan and
developing relevant skills and competencies.
2.​Be able to critically analyse approaches to
organisational change and their processes.
2.1​Critically evaluate change theories, tools and
techniques.
2.2​Evaluate the internal and external triggers of
change that may impact on an organisation.
2.3​Develop a change management strategy for an
organisation taking stakeholders into account.
●​Principles of change: Understand the basic
principles of organisational change such as
systematic change for the humans, start at the
top, involve all the levels, effective
communication, create clear responsibilities,
consider cultural aspects, prepare for the
contingencies, individual focus, etc.
●​Different approaches to organisational
change: This include in depth understanding
of principles of change, organisational change
processes and the different approaches
possible
●​Causes of change: Explain external and
internal triggers of change and innovation:
changes in markets, economic downturns,
legislation, demographics, mergers and
acquisitions, re-engineering, TQM,
organisational constraints e.g. human and
financial resources etc. Appraise these triggers
of change and innovation
●​Practical application: Identify and appraise
real life examples of the organisational change
process


SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


3.​Be able to create a plan and implement
effective change within an organisation.
3.1​Assess and select relevant tools and
techniques to implement and manage change.
3.2​Develop a plan to implement a change in an
organisation.
3.3​Develop measures to monitor and evaluate
progress of the change plan.
●​Change models: 7-S seven step model,
Lewin’s three step change models, Kotter,
Kuber-Ross, ADKAR etc.
●​Tools and techniques for organisational
change management: pay off matrix, threat/
opportunity matrix, stakeholder analysis/
influence, backwards imaging, attitude
charting, risk management, teambuilding etc.
●​Influences on change: impact of external
factors such as globalisation, mergers and
acquisitions, exchange rate changes etc. on
organisations. Internal factors such as culture,
attitude, resources, etc. also should be
considered
●​Measuring progress: goal and
process-based evaluation, outcome-based
evaluation, quality circles, milestones,
benchmarks etc.
4.​Be able to analyse stakeholder responses
to organisational change.
4.1​Assess risks associated with an organisation’s
change process.
4.2​Apply a stakeholder analysis to understand
resistance to change.
4.3​Critically appraise relevant strategies to
manage resistance to change in organisations.
●​Potential resistance to change:
organisational culture and behaviour,
organisational policies, power and the
influence of individuals and groups
●​Types of conflicts: inter-personal,
intrapersonal, inter group
●​Sources of conflicts: poor communication,
poor leadership, different styles, conflicting
personalities, different perceptions, conflicting
goals, limited resources capabilities
●​Managing conflicts: Integrating; obliging;
avoiding; compromising

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


5.​Be able to involve functional areas in an
organisation’s change management.
5.1​Explain the relationship between management
disciplines and effective organisational change.
5.2​Critically analyse the role of various business
functions/departments within change
management.
5.3​Evaluate an integrated change management
plan for an organisation.
●​Integration of all disciplines: finance, HRM,
marketing, IT, operations, quality and business
strategy and impact analysis
●​Communication with all internal
stakeholders
●​Appraise methods by which this integration
could be achieved, using real life examples

Assessment

To achieve a pass for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the standards
specified by all assessment criteria.

Learning Outcomes to be met Assessment Criteria to be covered Assessment type Word count (approx. length)
All 1 to 5 All ACs under LO 1 to 5 Coursework 4500 words

Indicative reading list

Key Reading:

There are no essential resources required for this unit. A set of resources is needed to cover all LOs.

●​Carnall C. (2007). Managing Change in Organisations, 5th Edition (Financial Times/ Prentice Hall, ISBN 0273704141

Other indicative reading:

●​Mullins, L. J. (2013) Management and Organisational Behaviour, (latest edition) FT Prentice Hall
●​Cottrell, S. (2010) Skills for Success: Personal Development and Employability. 2
nd
Edition. Palgrave Macmillan
●​Gold, J., Thorpe, R., and Mumford, A. (2010) Leadership and Management Development. CIPD
●​Burnes, B. (2004) Managing Change: A Strategic Approach to Organisational Dynamics. ISBN-13: 978-0273683360

Journals/newspapers

●​Journal of Organisational Change Management
●​International Journal of Strategic Change Management
●​Journal of Leadership Studies

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


●​International Journal of Corporate Strategy and Social Responsibility;

Websites

●​http://www.personalityexplorer.com/
●​http://changingminds.org/
●​http://www.mindtools.com
●​http://www.wto.org
●​www.businesslink.gov.uk
●​www.europa.eu
●​www.frc.org.uk
●​www.imf.org
●​www.netregs.gov.uk
●​www.oecd.org

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Strategic Marketing

Learning Outcomes, Assessment Criteria and Indicative Content

Learning Outcomes –
the learner will:
Assessment Criteria –
the learner can:
Indicative content

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


1.​Be able to critically analyse the principles
of strategic marketing and the role of digital
technologies.
1.1​Critically evaluate the nature and purpose of
strategic marketing in an organisation.
1.2​Critically analyse and apply different marketing
concepts in a range of organisational contexts.
1.3​Explain the processes involved in strategic
marketing.
Critically discuss the nature and purpose of
strategic marketing in an organisation: strategic
marketing e.g. definition, concepts, aims, objectives,
importance; the interrelationships between strategic
marketing and business organisation; emergence
and importance of digital and online marketing.
Analysis and application of different marketing
concepts in different organisational contexts:
strategic marketing concepts of Philip Kotler, Peter
Doyle, Hugh Davidson, Malcolm McDonald and
others; strategic marketing features; attachments
with corporate strategies as defined by Michael
Porter; organisational structures; dynamic strategies
as featured by Carpenters and Sanders;
attachments with mission statements; ethics and
corporate responsibilities; knowledge management
systems; systematic approaches, necessities of
strategic marketing in an organisation; activity
integration, scheduling and sequencing; resource
demands; time scaling; control and monitoring
elements.
Explanation of the processes involved in
strategic marketing: the definition, role and
importance of process in strategic marketing;
planning processes of strategic marketing with
contributions or Malcolm McDonald and Peter
Doyle; strategic marketing analysis; factor analysis;
option evaluation; objective setting of marketing
strategy; perceptual mapping; choice; control;
formulation; implementation.
2.​Be able to apply tools for analysing the
business environment in strategic
marketing.
2.1​Develop SMART strategic marketing
objectives for an organisation.
2.2​Critically review the external and competitive
environment in which an organisational
performs.
2.3​Draw conclusions about the internal and
stakeholder environment in which an
organisational performs.
3.​Be able to carry out market segmentation,
targeting and brand positioning.
3.1​Critically explore market segments for an
organisational context.
3.2​Evaluate targeted segments for an
organisational context.
3.3​Design a differentiated brand position for
targeted segments for an organisational
context.
4.​Be able to apply the integrated marketing
mix in an organisation.
4.1​Evaluate the significance of the integrated
marketing mix for an organisational context.
4.2​Design an effective marketing mix for an
organisational context.
4.3​Critically analyse the relationship between the
product lifecycle and the marketing mix for an
organisational context.
5.​Be able to critically analyse brands in a
business context.
5.1​Critically analyse the nature of brands and the
significance of branding.
5.2​Critically discuss the need for integration
between the brand pyramid, the brand’s
positioning and brand management.
5.3​Demonstrate how branding is used to
strengthen a business or product.

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Developing SMART strategic marketing
objectives for an organisation: situation analysis
of market, industry and organisation environment;
conduct and performance; SMART (specific,
measurable, achievable, realistic and time bound);
portfolio analysis techniques: Ansoff matrix, BCG
matrix, Product Life Cycle model; Porter’s Five
Forces model; PEST (political, economic, social,
technological) analysis; marketing audit.

Assessing and evaluating external and
competitive environment in which an
organisation performs: supply to demand
environment shift; competition; globalisation; new
constraints; fashionisation of markets; ​
micro-markets; expectations rising; technological
change; importance of customer service;
commoditisation; brands erosion.
Assessing and evaluating internal and
stakeholder environment in which an
organisation performs: SWOT (strengths,
weaknesses, opportunities and threats) analysis of
a business organisation; the role identification of
stakeholders; measuring the performances of
stakeholders; marketing objectives focus;
attachments with corporate strategies; new product
developments speed; customisation, information
handling abilities to gain competitive advantage;
timescales; demands for resources; organisational
structures; budgets; monitoring; control and review
mechanisms; innovation strategies; target markets;
e-marketing position; mandatory focus; key market
segments; customers and other stakeholders
partnerships.

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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Identify and develop various options available
within given constraints for an organisation:
relationship marketing e.g. definitions; features;
direct response marketing strategies: new
customers acquiring, offensive strategies,
increasing customer purchase frequency; defensive
strategies; customer satisfaction; switching costs.
Critically evaluate various options available
within given constraints for an organisation:
strategy alternatives e.g. features, identification;
innovation strategies; market niche; market leader;
market challenger; market pioneer; market follower:
late followers, close followers; value-based,
defensive and offensive marketing strategies
General Electric model; Porter’s generic strategies:
focus, cost leadership and differentiation;
competitive advantage: H. Davidson, M. Porter;
Shell directional policy matrix; market dominance
strategies; mandatory competences: G. Johnson
and K. Scholes, G. Hamel and C. K. Prahalad;
investment opportunity evaluation: D. F. Abell and J.
S. Hammond.
Selection of competitive strategic marketing
strategies: responses to strategic marketing;
emerging concepts or themes; globalisation impact,
competitor weaknesses or weaknesses;
environmental factor importance; political
environment related changes; safety factors; the
exchange rate; the state of the economy.
Developing and discussing market segments,
targeting and branding positioning of an
organisational context: market segments,
targeting and branding positioning e.g. definitions,
features, criteria, usefulness, adjustability in
changed market and organisational contexts;

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Evaluating and deciding about targeted
segments for an organisational context: methods
of consumer market segmenting e.g. demographic,
geographic, behavioural, psychographic, benefit,
cultural, multi-variable account; targeting strategies
e.g. mass marketing, direct marketing, niche
marketing, differentiated market targeting strategies;
branding strategies e.g. determination of brand
objectives, brand positioning statement.
Developing differentiated brand position for
targeted segments for an organisational
context: marketing techniques; marketing
objectives setting; marketing strategies; targeting
markets; segmenting markets: demographic,
geographic, behaviour, psychographic; profiling
markets: profitability potential, revenue potential,
market share potential; positioning segmented
markets: mass marketing, market leader or product
line extension or targeted marketing, direct or
indirect sales.
Analysing the significance of integrated
marketing mix for an organisational context:
definition, aims, objectives, importance, application
and usefulness of marketing mix;

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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Developing effective marketing mix for an
organisational context: the development of
effective marketing mix; understanding strategic
marketing e.g. definition; marketing mix 7 Ps;
product/service marketing strategies; production;
distribution; pricing; promotion; direct marketing,
advertising, sales promotion, public relations,
personal selling, people: customer service, internal,
intermediaries; processes; physical evidences,
e-marketing strategies; customer relationship
management; resource requirements: people,
financial marketing; marketing activity strategies
integration.
Establishing linkage between product lifecycle
and dynamics of marketing mix for an
organisational context: product life cycle e.g.
definition, characteristics, application in changed
market and organisational contexts;
interrelationships between product lifecycle and
dynamics of marketing mix.

SPECIFICATION | MAY 2020

OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Critical analysis factors of impacting successful
implementation of marketing strategies:
understanding the interrelationships between
strategic positioning and marketing tactics; definition
of strategic positioning; strategic choice; information
analysis and collection; marketing tactics; market
development; product development; future position
definition; monitoring; implementation; market
penetration; internal growth; product tactics: range,
selection, quality, branding; promotion tactics:
product sampling, dealer loaders, customer loyalty
schemes, point of sale (POS) materials, extended
credit; pricing tactics: cost pricing, market pricing,
skim pricing, penetration pricing, price
discrimination; place tactics: transport management,
distribution channels, stock and handling, run
through times, terms of delivery.
Organising for resources during
implementations: understanding marketing
options; customer retention strategies: obtaining
new customers, product bundling, cross-selling,
cross promotions, loyalty qualifications; customer
life cycle value; Payne and Ballantyne’s six markets
model; personalised marketing.
Monitoring the effectiveness of marketing
strategies and qualifications: marketing strategy
monitoring and evaluation; understanding marketing
strategy performance indicator; early warning;
tactics change; objective change; strategy change;






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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


Assessment

To achieve a pass for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the standards
specified by all assessment criteria.

Learning Outcomes to be met Assessment Criteria to be covered Assessment type Word count approx. length)
All 1 to 5 All ACs under LO 1 to 5 Coursework 4500 words

Indicative reading list

Core texts:
●​Aaker, D. A. and McLoughlin, D. (2010) Strategic Market Management: Global Perspectives. Chichester: John Wiley & Sons.
●​Proctor, C. (2014) Strategic Marketing: An Introduction. Oxon: Routledge.

Additional reading:
●​Bradley, F. (2005) International Marketing Strategy. New Jersey, FL: Prentice Hall.
●​Best, R. J. (2009) Market-based Management: Strategies for Growing Customer Value and Profitability. 5th Edition. Harlow: Prentice Hall.
●​Chernev, A. (2009) Strategic Marketing Management.5th Edition. New York: Brightstar Media.
●​Hastings, H. and Saperstein, J. (2007) Improve Your Marketing to Grow Your Business. New York: Wharton School Publishing.
●​Hooley, G., Saunders, J., Piercy, N. F. and Nicoulaud, B. (2007) Marketing Strategy and Competitive Positioning. 4th Edition. Harlow: Financial
Times/Prentice Hall.
●​Kotler, P. and Armstrong, G. (2008) Principles of Marketing. 13th Edition. New York: Prentice Hall.
●​Kotler, P. and Keller, K. L. (2008) A Framework for Marketing Management. London: Pearson Education.
●​Lambin, J. J. (2007). Market Driven Management: Strategic and Operational Marketing, 2nd Edition, London: Palgrave Macmillan
●​McDonald, M. (2007) Malcolm McDonald on Marketing Planning: Understanding Marketing Plans and Strategy, New York: Kogan-Page.
●​Mukerjee, K. (2007) Customer Relationship Management: A Strategic Approach to Marketing, New Delhi: Prentice Hall of India.
●​Mullins, J. Walker, O. C. and Boyd, H. W. (2009). Marketing Management: A Strategic Decision-Making Approach, 7th Edition, New York:
McGraw-Hill Higher Education.
●​Palmer, R. Cockton, J. and Cooper, G. (2009) Managing Marketing: Marketing Success Through Good Management Practice. Oxford:
Butterworth-Heinemann.
●​Tollin, K. and Carù, A. (eds.) (2008) Strategic Market Creation: A New Perspective on Marketing and Innovation Management. Chichester: John
Wiley and Sons.
●​Winer, R. and Dhar, R. (2010) Marketing Management. 4th Edition. London: Pearson Education.

Journals and Newspapers:

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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION



●​European Journal of Marketing;
●​International Journal of Research in Marketing;
●​Journal of Interactive Marketing;
●​Journal of Marketing Communications;
●​Journal of Strategic Marketing;
●​The Journal of Customer Behaviour;
●​The Journal of Marketing;
●​The Journal of Marketing Management;
●​The Marketing Review;

Websites:

●​Online resources as the following can be helpful. But learners need to search for information on diverse platforms covering both online and offline
sources.
●​www.bbc.co.uk The Learning Zone at BBC Education;
●​www.direct.gov.uk Gateway to wide range of UK government information;
●​www.statistics.gov.uk Detailed information​on a variety of UK consumer demographics;
●​www.kpmg.co.uk; www.ey.com.uk; www.pwcglobal.com; Major consultancy websites.
●​www.en.wikipedia.org Articles on strategic marketing and further links;
●​www.businessballs.com Management learning resources and articles and links on strategic marketing management;
●​www.idea.gov.uk Local Government Improvement and Development – developing a strategic; communication strategy in the public sector which
applies equally to the private sector;
●​www.managementhelp.com Articles on strategic marketing planning and further links;
●​www.marketingpower.com American Marketing Association – marketing articles.



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OTHM LEVEL 7 DIPLOMA IN STRATEGIC MANAGEMENT AND LEADERSHIP | SPECIFICATION


IMPORTANT NOTE

Whilst we make every effort to keep the information contained in programme specification up
to date, some changes to procedures, regulations, fees matter, timetables, etc may occur
during the course of your studies. You should, therefore, recognise that this document
serves only as a useful guide to your learning experience. For updated information please visit our website www.othm.org.uk. You can call us on +44 (0)20 7118 4243 or email to
info@othm.org.uk


SPECIFICATION | MAY 2020