Pearson BTEC Level 7 Extended Diploma in Strategic Management and Leadership

A.   Title of Course

Pearson BTEC Level 7 Extended Diploma in Strategic Management and Leadership

B.    Overview

The objectives of the Pearson BTEC Level 7 Extended Diploma in Strategic Management and Leadership is to develop strategic management and leadership skills for managers who have the authority and personal attributes to translate organizational strategy into effective operational performance. This qualification reflects current practice in strategic management and leadership and allows learners to develop and expand their high-level understanding of strategic management and leadership in the workplace. This qualification is suitable for mature learners with a background in academic study or alongside theoretical fundamentals.

Achieving the Pearson BTEC Level 7 Extended Diploma in Strategic Management and Leadership 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 Master programmes with advanced standing at many universities in the UK and overseas subject to acceptance by the university.

C.    Objective

  1. To develop systematic understanding of knowledge and a critical awareness of current problems and new insights, much of which is at the forefront of the professional area of management.
  2. To provide comprehensive understanding of management techniques and ability to apply.
  3. To create originality in the application of knowledge, together with a practical understanding of how established techniques of research and enquiry are used to create and interpret knowledge in the area of management.
  4. To develop and apply novel approaches in handling complex and unpredictable situation
  5. To develop the ability to operate effectively in highly critical situations by dealing effectively with problems and employing a high level of skill, judgement and insight.
  6.  To develop the ability to respond to change and initiate change.
  7. To demonstrate of self-direction and originality in tacking and solving problems.
  8. To develop the ability to act autonomously in planning and implementing tasks.

D.    Course Structure

d.     Course Outline

The course consists of 6 modules:

Unit 1   Strategic Leadership and Management

Unit 2   Strategic Change Management

Unit 3   Research Methods

Unit 4   Strategic Marketing Management

Unit 5   Strategic Human Resource Management

Unit 6   Financial Principles and Techniques for the Strategic Manager

Module Outlines & Learning Outcomes

Unit 1  Strategic Leadership and Management

The aim of this module is to enable learners to explore strategic leadership and management in practice where ethics, diversity and performance management are important considerations, especially during times of uncertainty and volatility in operating markets.

Using this knowledge as a basis for examining their own ability and capacity to undertake a strategic leadership and management role, learners will consider those qualities and traits exhibited by effective leaders and managers before reflecting on critiquing their own skills and behaviours. This will lead to the production of a logical and relevant professional development plan in which they identify appropriate actions for improvement.

Learning Outcomes:

  1. LO1 – Be able to understand the concept of strategic leadership and management.
  2. LO2 – Be able to understand strategic leadership and management in practice
  3. LO3 – Be able to understand the role of strategic leadership and management in delivering organizational change
  4. LO4 – Be able to review and develop own skills and behaviours as a strategic leader and manager

Unit 2  Strategic Change Management

This aim of this module is to enable learners to explore different perspective on strategic change where an appreciation of the relationships between organizational culture, power and internal politics, and organizational learning. Understanding these different perspectives will enable learners to explore, in greater depth, how strategic change management is applied in practice.

Once learners are able to examine the internal and external environments of organisations and how these influence organizational change, they will be in a position to design a change transition strategy where the conditions for change are effectively enabled. People can be both champions of, and resistors to change. As such, how they are managed is key to the success or otherwise of a change initiative. Learners will explore the roles of leaders, managers and the human resource team as tools to engage with employees and establish the conditions which will facilitate a successful change and deliver required performance outcomes.

Using this knowledge as a basis, learners will consider ways in which a change strategy should be approached before producing a change strategy for an organization.

Learning Outcomes:

  1. LO1 – Be able to understand the concept of strategic change management in an organization context.
  2. LO2 –  Be able to understand different perspectives on change
  3. LO3-   Be able to prepare change management strategy in a given organizational context
  4. LO4 – Be able to design a change management strategy

​

Unit 3  Research Methods

The aim of this unit is to enable learners to develop a set of skills and a way of thinking that enables them to consider, review and evaluate the evidence presented to them, and to challenge strategic decisions with their own evidence-based knowledge and experience.

Learners will need to propose a unique research question related to an area of professional business practice that interests them and will contribute to their professional development. They will carry out a literature review on a topic, critically evaluating the literature’s relevance to their research question. Successful completion of the unit will contribute towards helping learners develop and improve their own critical and reflective skills by applying decision making, problem-solving and other skills, including planning, research, critical thinking, analysis, synthesis, evaluation and presentation.

Learning Outcomes:

  1. LO1 – Be able to understand how to prepare a research proposal
  2. LO2 – Be able to understand the principles of research methodology
  3. LO3 – Be able to understand how to select material from the outcome of research activities
  4. LO4 – Be able to understand how to present the findings of a research projects.

Unit 4  Strategic Marketing Management

The aim of this unit is to enable learners to explore the role of marketing management in setting marketing goals, applying business models to establish a marketing strategy and utilizing marketing instruments that contribute towards an organizational approach to marketing.

In order to remain competitive, it is important that organisations focus on establishing, developing and adjusting their strategic marketing plans.

A strategic marketing strategy combines product development, promotion, distribution, pricing, relationship management and other elements of marketing. The strategy identifies an organisation’s marketing goals, and explains how they will be achieved within a designated timeframe.

Learners will investigate how marketing plans are designed to contribute towards an organization ‘s mission and strategic objectives. They will consider the management decisions that have to be taken when implementing different elements of the marketing mix (product, price, people and place) and how marketing plans can be monitored and controlled to maximise the benefits to the organization and its stakeholders.

Learning Outcomes

  1. LO1 – Be able to understand the processes involved in marketing management
  2. LO2 – Be able to understand the tools used to develop a strategic marketing strategy
  3. LO3 – Be able to understand how marketing managers use strategic marketing techniques and tactics.
  4. LO4 – Be able to understand how marketing management is applied in an organizational context.

​

Unit 5  Strategic Human Resource Management

The aim of this unit is to enable learners to examine HR challenges that those responsible for strategic HRM will be presented with, in the context of an organization exposed to changing national and international environments.

Learners will explore strategic HRM in practice as well as important considerations for a strategic HR manager, such as ethics, diversity and performance management.

Using this knowledge as a basis for examining current and emerging trends, learners will be able to critically analyse an organizational’s approach to strategic HRM before making appropriate recommendations for improvement.

Learning Outcomes:

  1. LO1 – Be able to understand strategic issues in human resource management.
  2. LO2 – Be able to understand strategic HRM in practice.
  3. LO3 – Be able to understand the role of strategic HRM in delivery organizational strategies.
  4. LO4 – Be able to review an organisation’s management of its human resources.

Unit 6  Financial Principles and Techniques for the Strategic Manager

The aim of this unit is to enable strategic leaders to understand, interpret and make use of financial data and other information, whatever their specialist skills and knowledge area. Financial data is processes as part of an organisation’s management information system (MIS). Strategic managers need to be able to apply financial techniques and tools to analyse the organisation’s management information, and to make firm decisions for different organization reasons.

This unit focuses on the financial data and management information that strategic manager’s use when making financial decisions. These decisions will be about the planning and allocation of resources based on the financial models and financial statements prepared and presented by the organisation’s management accountants and financial accountants.

Successful completion of this unit will enable learners to analyse these financial models and financial statements to assess and evaluate an organisation’s financial performance, determine the reasons for underperformance, and set challenging financial performance targets in relation to revenue, costs, liquidity, financial returns, efficiency and overall profitability. Achievement of these targets will enable an organization to improve its position in a competitive market and meet the needs and interests of its stakeholders.

Learning Outcomes:

  1. LO1 – Be able to understand the contribution of the finance functions to strategic decision making.
  2. LO2 – Be able to understand the strategic management decision making process in the allocation of organizational resources.
  3. LO3 – Be able to understand the financial tools used by strategic managers in relation to financial decision-making.
  4. LO4 – Be able to understand the financial techniques applied to evaluate organizational performance.

​The delivery of modules is subject to change and may not follow the sequence as shown above.

b.     Scope of Study

Principles, Theories and Case Studies

c.      Delivery Mode

Classroom Lectures, Group Discussions (Case Studies)

d.     Commencement Dates / Intakes

Please refer to the Academic Calendar.

e.      Course Duration

Full-time

The course duration is 8 months of institutional training

Maximum allowable period to complete the course is 16 months from date of course commencement

Part-time

The course duration is 6 months of institutional training

Maximum allowable period to complete the course is 12 months from date of course commencement

f.      Class Period

Full-time

3 contact hrs per session, 5 sessions per week

15 contact hrs per week

Total Contact Hours: 480

Part-time

6 contact hrs per session, 2 sessions per week

12 contact hrs per week

Total Contact Hours: 288

g.      Course Fees

Application fee ： $1,090

Click to view course fees. Full time course is currently not available.

h.    Payment Mode

Click to view details on payment mode

For further information or clarification, please call our Student Support   

Services Officer at +65 6221 0603

i.      Assessments

100% Coursework Assignments

j.       Assessment Methods

k.     Assessment Grading Criteria

1. Pass

2. Fail​

l.     Expected Examination Results Release Date

Assessment results shall be released within 3 months upon completion of the last assessment.

m.    Qualification Award

Pearson BTEC Level 7 Extended Diploma in Strategic Management and Leadership awarded by Pearson Education Limited, United Kingdom

o.     Graduation Requirements

Pass all assignments

p.     Teacher Qualifications

The Committee for Private Education (CPE) is duly notified on all teachers in Exerceo Business International College.  All teachers have the required qualifications. Please refer to Our Teachers list in the website for more details.

Average Teacher-Student Ratio is 1:30

Please note that the maximum number of students in the classroom is subjected to the maximum allowable seating capacity.  

q.    Progression Pathway

Students may pursue their studies in other institutions subject to meeting the minimum entry requirements and acceptance by the institution.

 E.   Entry Requirements

Age: At least 22 years old

Academic: A university degree in related discipline or equivalent

Or

For mature candidate without the above academic qualification, must be at least 30 years old with 8 years working experience

English Proficiency: Minimum pass English at GCE ‘O’ Level or IELTS score of 6.0 or equivalent.

This course is currently not being run.