ILM Level 7 NVQ Diploma In Strategic Management And Leadership in Yokohama

ILM Level 7 NVQ Diploma in Strategic Management and Leadership Course Outline

Total Credit Value – 45

Total Guided Learning Hours – 272

Unit 8624-700: Develop a Strategic Business Plan

Credit Value – 5

Guided Learning Hours – 31

Module 1: Principles Underpinning the Development of a Strategic Business Plan

• Evaluate a Range of Strategic Planning Theories and Models
• Analyse the Principles of Resource Management
• Evaluate the Principles of Capital Investment Appraisal
• Evaluate the Role of Stakeholders in the Development of Strategic Business Plans
• How to Involve Stakeholders in the Development of Strategic Business Plans?

Module 2: Prepare for Business Strategy Implementation

• Prioritise Strategic Objectives
• Identify Programmes that are Capable of Achieving Strategic Objectives
• Develop Risk Management Plans
• Identify Current and Likely Future Resource Requirements
• Costs and Benefits of Different Approaches to Strategy Implementation
• Develop Policies that are Consistent with the Strategy and Vision
• Key Performance Indicators (KPIs) and Evaluation Criteria

Module 3: Develop Plans to Deliver the Business Strategy

• Action to Ensure the Strategic Plan is Comprehensive
• Organisational Structures and Processes Delivering the Plan
• Develop Plans to Manage
• Supply Chain
• Interdependencies
• Potential for Friction
• Address Any Legal or Ethical Requirements
• Articulate the Business Plan and Gain the Support of Stakeholders

Unit 8624-701: Execute a Strategic Business Plan

Credit Value – 5

Guided Learning Hours – 29

Module 4: Principles Underpinning the Execution of a Strategic Business Plan

• Empowerment, Authority, Responsibility, Accountability, and Delegation
• Implications for Different Types of Organisational Structure
• Advantages and Disadvantages of Centralised and Decentralised Structures
• Change Management within Strategy Execution
• Principles of Business Process Re-Engineering
• Application of Project Management Techniques
• Scope of Tools for Monitoring Strategic Performance
• Advantages and Limitations of a Range of Evaluation Techniques

Module 5: Implement a Strategic Business Plan

• Develop the Vision and Objectives of a Strategic Business Plan
• Delegate Responsibilities to Individuals
• Allocate Resources in Accordance with Priorities
• Monitor the Progress of the Implementation Against
• Evaluation Plan
• Key Performance Indicators (KPIs)
• Evaluation Criteria
• Take Prompt Action in the Event of Problems Arising

Module 6: Evaluate a Strategic Business Plan

• Justify an Evaluation Approach
• Purpose of the Evaluation
• Evaluate the Extent of Success of the Strategy Against Evaluation Criteria
• Identify the Reasons for Successes and Failures
• Identify the Degree of Fit Between an Organisation’s Strategy and Its Structure

Unit 8624-702: Provide Strategic Leadership and Direction

Credit Value – 6

Guided Learning Hours – 39

Module 7: Characteristics Underpinning Strategic Leadership and Direction

• Implications of Corporate Strategy and Organisational Development
• Evaluate the Influence of Strategic Choice on
• Structure
• Culture
• Leadership
• Direction of an Organisation
• Evaluate the Role of Strategic Leadership and Direction
• Analyse the Characteristics and Suitability of a Range of Leadership Styles
• Evaluate the Nature, Influence, and Implications of an Empowerment Strategy

Module 8: Leadership and Direction to Achieve Organisational Objectives

• Evaluate the Impact of Leadership Styles on Strategic Decisions
• Align Business Processes to the Achievement of Strategic Goals
• Impact of Operational and Financial Strategies and Objectives
• Internal Stakeholders
• External Stakeholders
• Apply Strategies to Motivate Employees and Enhance Their Performance

Module 9: Evaluate the Effectiveness of the Leadership and Direction of an Organisation

• Evaluate Tools and Processes
• Benchmark an Organisation’s Performance Against Its Competitors
• Evaluate the Effectiveness of an Organisation’s Employee Engagement and Employee Relations Strategies
• Evaluate the Environmental and Social Impact of an Organisation
• Identify Areas for Improvement in Strategies Relating to
• Operational Performance and the Leadership of People
• Social and Environmental Impact of an Organisation

Unit 8624-703: Develop a Business Strategy

Credit Value – 6

Guided Learning Hours – 41

Module 10: Principles Underpinning the Development of a Business Strategy

• Analyse the Components and Scope of Strategy
• Use of Environmental Scanning Techniques and Scenario Planning Models
• Use of Economic Forecasting Data for Strategy Development Purposes
• Analyse the Use of Decision-Making Tools and Techniques
• Perspectives and Approaches to Business Strategy Development
• Analyse the Usefulness of Strategic Planning Tools and Theories
• Relationship Between Strategy Analysis and Strategic Choice
• Analyse the Value of Variable Pricing Strategies

Module 11: Evaluate an Organisation’s Operating Environment

• Impact of Different Factors on an Organisation and Its Markets
• Analyse Competitor Activity, Their Products and/or Services
• Characterise the Scope and Nature of Stakeholders’ Interests
• Identify and Assess Market Value and Potential in Existing and Potential Markets
• Model a Range of Scenarios Relating to an Organisation’s Intended Market Position

Module 12: Develop a Strategic Vision

• Formulate a Strategic Vision
• ensure the Consistency of Strategic Vision
• Specify Stakeholders’ Roles and Responsibilities
• Articulate the Strategic Vision and Its Practical Application

Module 13: Develop a Business Strategy

• Benchmark the Organisation’s Place in the Market and in Its Lifecycle
• Identify an Organisation’s Competitive Edge(s)
• Develop a Strategy that is Viable Organisation’s Strategic Vision, Mission, and Values
• Evaluate a Range of Models to Deliver the Strategy
• Evaluate the Extent to Which Existing Organisational Structures and Processes are Capable of Delivering the Strategy

Unit 8624-704: Establish Organisational Governance Controls

Credit Value – 4

Guided Learning Hours – 26

Module 14: Nature of Compliance and Non-Compliance

• Analyse the Scope and Types of Compliance and Non-Compliance
• Evaluate the Seriousness of Instances of Non-Compliance
• Influences on Attitudes to Compliance

Module 15: Legal and Regulatory Framework Affecting Businesses

• Models of Governance Structures and Their Implications
• Roles of those within an Organisation’s Governing Body
• Legal and Regulatory Requirements for a Range of Statutory Reports
• Analyse an Organisation’s Potential Scope of Non-Compliance
• Responsibility for Individual and Corporate Non-Compliance
• Distinctions Between Statutory and Regulatory Requirements and Codes of Practice
• Role of Overseas Bodies and Their Influence on an Organisation’s Business
• Evaluate the Concept, Application, and Implications of Good Governance

Module 16: Establish Governance Controls

• Analyse an Organisation’s Governance Requirements
• Establish Controls Ensuring the Probity of an Organisation’s Activities
• Resolve Tensions Between an Organisation’s Governance Requirements
• Analyse the Extent of an Organisation’s Compliance
• Nature of the Non-Compliance and Associated Consequences

Unit 8624-705: Shape Organisational Culture and Values

Credit Value – 5

Guided Learning Hours – 35

Module 17: Organisational Culture and Values

• Scope of Organisational Culture
• Effect on Individual and Organisational Behaviour
• Evaluate Theories and Models of Organisational Cultures and Values
• Drivers to the Development of Organisational Values
• Evaluate Ethical Dimensions of Organisational Culture and Values
• Evaluate Organisational Communication Perspectives
• Role of Change Management Techniques
• Potential for Friction Between Organisational Values and Individuals’ Values

Module 18: Influence Organisational Culture and Values

• Characterise the Nature, Strengths, and Weaknesses of
• Organisational Culture
• Sub-Cultures
• Values Within an Organisation
• Identify
• Way in Which Organisational Culture and Values could be Enhanced
• Factors that Influence Organisational Culture and Values
• Effect of Different Organisational Cultures and Values
• Develop a Vision, Strategy, and Structures for Influencing Organisational Culture
• Use Leadership, Interpersonal, and Communication Skills and Tools

Unit 8624-706: Manage Strategic Human Resources

Total Credit Value – 5

Guided Learning Hours – 23

Module 19: Strategic Workforce Planning

• Evolution of Strategic Human Resource Management Theories
• Scope of Current and Future Skills Needs of an Organisation
• Evaluate the Strategic Implications of Planning and Recruitment Decisions
• Use of Strategic Planning Tools to Forecast and Identify Workforce Requirements
• Action to Ensure that Plans Address Current and Future Needs
• Evaluate the Contribution of Workforce Planning to Business Success

Module 20: Optimise Retention in an Organisation

• Benchmark Retention Rates Against Historical Performance
• Evaluate the Strengths, Weaknesses, and Shortfalls of the Skill Mix
• Evaluate the Factors Affecting Turnover
• How the Coherence and Effectiveness of Policies and Practice?
• How Policies, Practices, and Benefits may be Adapted in the Light of Feedback?

Module 21: Manage Human Resources Strategically

• Analyse an Organisation’s Business Strategy and Future Intentions
• Develop a Human Resource Strategy
• Analyse the Role of Employee Engagement
• Effectiveness of a Human Resources Strategy
• Make Recommendations for Improvement

Unit 8624-709: Lead the Development of a Quality Strategy

Total Credit Value – 4

Guided Learning Hours – 20

Module 22: Principles Underpinning the Development of a Quality Strategy

• Scope of Quality
• Distinguish Between Quality Management, Quality Assurance, Quality Control, and Quality Improvement
• Approaches to Quality Management and the Principles on Which They are Built
• Development of Quality Management Principles
• Evaluate the Requirements of a Range of Quality Standards

Module 23: Develop a Quality Strategy

• Identify the Scope of a Quality Strategy
• Devise a Strategy of Assuring and Controlling the Quality of Work
• Specify Standards, Processes, and Protocols
• Evaluate the Use of Technology to Manage Quality for Different Purposes

Module 24: Manage Quality

• Implement Systems and Procedures Monitoring Quality Standards
• Evaluate the Capability and Capacity of Systems
• Select Technologies and Suppliers for Meeting Current Quality Needs

Unit 8624-710: Lead the Development of a Continuous Improvement Strategy

Credit Value – 5

Guided Learning Hours – 28

Module 25: Principles Underpinning the Development of a Continuous Improvement Strategy

• Scope of Continuous Improvement and Its Relationship with Other Systems
• Distinguish Between Continuous and Continual Improvement
• Approaches to Continuous Improvement
• Implications of Staff Involvement in Continuous Improvement
• Development of Continuous Improvement

Module 26: Develop a Continuous Improvement Strategy

• Identify the Scope of a Continuous Improvement Strategy
• strategy of Evaluating Business Performance and Identifying Improvement Areas
• Establish Valid Measures for Evaluating Business Performance
• Systems for Collecting and Assessing Information on Business Performance
• Foster a Culture to Make Suggestions for Improvement

Module 27: Manage Continuous Improvement

• Implement Systems and Procedures
• Benchmark Performance Against Historical Data, Other Comparable Organisations
• Action to Ensure that
• Knowledge and Understanding is Fed into the Knowledge Management System
• Improvements Made Align with Business Objectives and Values