ELECTRONIC ASSIGNMENT COVERSHEET

Course/Unit Information
Course Extended Diploma in International Business and Strategy
Course Code GP39 04
Unit Name Strategic Management
Unit Code HX41 04

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 STUDENT DECLARATION

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 LEARNING OUTCOMES AND ASSESSMENT FEEDBACK

Name of the Assessor

Module Code & Title HX41 04 Strategic Management

Module Learning Outcomes

Critically evaluate the relationship between strategy, stakeholder expectations and
LO1
organizational performance.
Evaluate the impact of current and emerging Economic, Political and Cultural
LO2
factors on the strategic management of an organization.

Formulate innovative business strategies designed to contribute to the success of an

LO3
organization.

Critically assess different leadership styles in developing corporate values, social

LO4
responsibilities and managing strategic change.

Assessment Types Marks Marks Achieved

Project Format
Executive Summary 10
Introduction & Current Scenario 15
Environmental Analysis and need for change 15
Strategy Identification and implementation 25
Leadership styles and Organizational Performance 20
Recommendations 5
Conclusion 5
Presentation 5
Overall Score 100

Overall Grade Click or tap to enter a date.

Summative Feedback:

Overall Feedback on
current work with
emphasis on how the
student can further
improve in future.
The following grading criteria will be applicable for the course, Executive Diploma in
International Business and Strategy:

Marks Grade
70 to 100 A - Distinction
60 to 69 B - Merit
50 to 59 Pass
Fail with
40 to 49
Resubmit
0 to 39 Fail with Retake

GENERAL GUIDELINES
(Please read the instructions carefully)

1. Complete the title page with all necessary student details and ensure that the signature of
the student is marked in the declaration form.

2. All assignments must be submitted as an electronic document in MS Word to the LMS

(Use 12 Times New Roman script).

3. All assignments must be submitted with an accompanying Turnitin report.

4. Assignment that is not submitted to the LMS by the prescribed deadline will be accepted
ONLY under the REDO and RESIT submission policy of Westford.

5. The results are declared only if the student has met the mandatory attendance requirement
of 75% and/or a minimum of 50% under extenuating circumstances approved and ratified
by the Academic Director. The student has to repeat the module (with additional fees
applicable) if the attendance is below 50%.

6. The assignment should not contain any contents including references cited from
websites like www.ukessays.com, www.studymode.com, www.slideshare.net,
www.scribd.com.

7. Students can refer Wikipedia as a source of information, but the references cited in
Wikipedia must be mentioned.

8. Submit the assignment in a MS Word document with the file name being:
First Name Last Name_ abbreviation of the subject.

Example: John Smith_SM

Quick reference Checklist for the Faculty/Instructor to accept/reject the assignment

before evaluation:

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  Original file, cover sheet and format retained.
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Assignment Strategic Management

Learning Outcome 1: Critically evaluate the relationship between strategy, stakeholder

expectations and organizational performance.

 PC 1.1: Critically analyse the main concepts and theories of strategic management.
 PC 1.2: Discuss the effectiveness of your organization’s vision, mission, and strategic
objectives.
 PC 1.3: Assess your organisation’s competitive position and its strategic drivers.
 PC 1.4: Evaluate the organizational design of your chosen organisation and its impact on
performance effectiveness.
 PC 1.5: Analyse your chosen organization’s influence on its external business environment
based on its current stage of the organisational lifecycle.

Learning Outcome 2: Evaluate the impact of current and emerging Economic, Political and
Cultural factors on the strategic management of an organization.

 PC 2.1: Critically analyse the external environment in which your chosen organization
operates.
 PC 2.2: Evaluate the impact of at least two key environment factors on a business.
 PC 2.3: Evaluate the effectiveness of your organization’s response to environmental factors.

Learning Outcome 3: Formulate innovative business strategies designed to contribute to the

success of an organization.

 PC 3.1: Apply strategy formulation tools to design a business strategy for an organization.
 PC 3.2: Critically discuss the factors that enhance change readiness and innovation within
organizations
 PC 3.3: Prepare a plan for strategy implementation.
 PC 3.4: Discuss the critical success factors that need to be in place in a strategic plan to
ensure organisational success.

Learning Outcome 4: Critically assess different leadership styles in developing corporate

values, social responsibilities and managing strategic change.

 PC 4.1: Critically assess various leadership styles and the benefits of each in a business
context.
 PC 4.2: Discuss the application of different leadership styles and its effect on organizational
performance.
 PC 4.3: Critically evaluate and share recommendations of possible leadership styles that
 would support development of corporate values in your chosen organization.
PC 4.4: Assess the impact of leadership styles on managing change and fulfilling corporate
social responsibilities.

Assignment Task Report [100 Marks] [4000-5000 Words]

Read the following Scenario and prepare a Report with the guidelines provided.
Scenario:

For this assignment you can choose your organization where you are currently working or where you
have worked earlier. If you are choosing any other organization, it has to be one about which you
have firsthand knowledge so as to fulfill the requirements of the assignment. You will write a Report
on the chosen organization’s strategic management changes that it wants to incorporate.

Suggested Report Format

Executive Summary (10 marks) – The Executive Summary content should not be more than one
A4 page size. It will contain briefly all the important elements of discussion brought about in your
report.

1. Introduction

1. 1 Introduction to the company (5 marks) - Here you can give a current brief of your
organization including vision, mission, strategic objectives, product/services offered, regions
served, revenues, employee size etc. Assess the organization’s competitive position and its
strategic drivers using the concepts of any one strategic management theory.

1.2 Current Business Scenario (10 marks) - Evaluate the organizational design of your
chosen organisation, as well as its current stage of the organizational lifecycle. Discuss their
impact on external business competitors and the chosen organization’s performance
effectiveness.

2. Environmental Analysis and need for change (15 marks) - Critically analyse the effect of
external environment on your chosen organization’s operations. Evaluate the impact of at least two
key environmental factors on your company’s business profitability, and your organization’s
response to it.

3. Strategy Identification and implementation

3.1 Strategy formulation (10 marks) – Apply and critically discuss any one or more
strategy formulation tools to design a business strategy for your organization which will
bring innovation in any business aspect(s).

3.2 Implementation of strategy (15 marks) – Propose a detailed plan for the strategy
implementation. Discuss the critical success factors that will ensure organisational success
and meet stakeholder expectations. Also critically discuss how the strategy will promote
 change readiness and promote innovation.

4. Leadership Styles to Manage Strategic Change

4.1 Leadership Styles and Organizational Performance (10 marks) – Critically assess at
least 2 or more leadership styles which benefitted your organization and enhanced
organizational performance?

4.2 Leadership Styles and Values/ CSR (10 marks) – Critically evaluate and share
recommendations of leadership style(s) that would support further development of corporate
values in your chosen organization. Assess the impact of this style on managing the
company’s corporate social responsibilities and managing organizational change.

5. Recommendations & Conclusion (10 marks) – Give your recommendations to ensure

successful implementation of strategy. Conclude by summarizing the major strategic management
issues highlighted in your chosen organization.

6. Presentation & References (5 marks) - You should present the whole report written well in a
good format, and which makes good use the Harvard Referencing System (HRS).

Performance Descriptors
Performance descriptors indicate how marks will be arrived at against each of the above criteria. The
descriptors indicate the likely characteristics of work that is marked within the percentage bands
indicated.
Performance (70-100%) (60-69%) (50-59%) D (40-49%) E (0-39%)
Criteria Work of an Work of a good Work of a pass Fail Fail
outstanding, standard. standard.
excellent & v.
good standard (*)
Executive A critical A synthesized A reasonable overview Limited overview of Confused overview of
Summary overview with the overview of the of the Executive Executive Summary. Executive Summary.
(10%) help of Executive Executive Summary, Summary, where The work may be an Fundamental
Summary. Bring where good use of satisfactory summary overly descriptive misconceptions of how
out relevant existing academic is given of the whole account demonstrating to write an Executive
authors, rival work and evaluation produced work. There only minimal Summary. The work
theories, and of main work is given is evidence of interpretation, and very is mainly descriptive
major debates to a out coherently. Some engagement with limited presentation of and shows little or no
very good, review of relevant pertinent issues. Key the whole summary. understanding of
possibly excellent authors, rival authors & major No counterarguments summary
(even outstanding) theories, and major debates are presented. or alternative frames of requirements.
standard. debates. Evidence of suitable reference are generated
References . basic reading. or considered.
beyond those .
identified in
session sources.

Introduction Introduction Introduction should Introduction should Introduction is not Too few references to
(15%) should explicitly bring out good bring out satisfactorily satisfactorily bringing appropriate literature
bring out relevant relevant details the local, national, and out the internal and and no evidence of
details necessary necessary to regional context of external context of independent thought
to understand the understand the strategic management strategic management and/ or criticality.
context of context of strategic practices in the practices in the Introduction is very
 strategic management practices organization. The organization. The sketchy and does not
management in the organization. current company current company satisfactorily bring out
practices in the The current company details discussed in the details are not the vision, mission,
organization. The details discussed in context of the strategic discussed in the employee size,
business scenario the context of the management. focus. context of the strategic revenues and other
paints a clear strategic The business scenario management. focus. information required to
picture of current management. focus. described but has gaps. The business scenario understand the
situation using The business scenario External sources has not been organization in the
facts and figure or clearly described (academic or non- adequately described. context of strategic
related using adequate academic) not included External sources management practices
information from terminology. Some or poorly used. (academic or non- in the organization at
academic and non- external sources academic) not all.
academic sources (academic or non- evidenced or minimal.
where necessary. academic) referenced Poor/insufficient use
and included to of facts and figures
support discussion. observed.
Environmental Demonstrate Demonstrates a good Demonstrates a The work may be an Fundamental
Analysis and need ability to understanding of satisfactory overly descriptive misconceptions /lack
for change (15%) accurately apply frameworks and tools understanding of account demonstrating of knowledge of the
relevant tools and from academic environmental only minimal and tools and frameworks
frameworks to resources. Good analyses framework descriptive used in analyzing the
analyze and analysis done well in and tools for analysis. interpretation of the environment Limited
identify the respect to application Some analysis done in tools and frameworks analysis of a
various factors of relevant strategic respect to application and very limited superficial nature only
that have a management of relevant models, evidence of analysis, lacks any attempt at
significant frameworks. tools, and frameworks. synthesis, or analysis, relying on
influence on the Examples of effective The work is mainly evaluation. description instead.
organization. Has use of academic descriptive but has
critically analyzed frameworks in order achieved all the
A superficial and Strategy,
the factors in the to analyse the case performance criteria.
routine description of organizational design
external scenario. Examples of Some mention of
the factors some of and lifecycle and its
environment and sound argument and Strategy,
which may not be effect on
evaluate their logical interpretation. organizational design
logical or accurate. Organizational
impact in the and lifecycle and its
performance not
relevant business effect on
Strategy, included in adequate
context. Organizational Strategy,
organizational design detail.
Demonstrates a performance but not organizational design
and lifecycle and its
critical very accurate or and lifecycle and its
effect on
understanding of insightful. effect on
Organizational
how the Organizational
performance
environmental performance
discussed
factors can have a mentioned but not very
significant effect accurate and
on the strategic superficially discussed.
management
process. Strategy,
organizational
design and
lifecycle and its
effect on
Organizational
performance
accurately
identified and
discussed.
Demonstrates
excellent
analytical ability.
The key factors
identified
effectively.

Strategy Has conducted a The work The work There may be little No application of
Identification and detailed and demonstrates a good demonstrates a evidence of an ability principle and concepts
implementation accurate level of competence to apply to come up with sound in the strategic
(25%) interpretation of understanding of the the tools for analyses strategy and chart out a management module.
the situation. situation/business and adequately the proper implementation Strategy devised
Demonstrates scenario. Relevant various factors and plan. Formulated Primarily based on
excellent concepts and theories interpret them to strategies not very wrong or faulty
 knowledge and have been utilized in formulate suitable related to the scenario assumptions
understanding of the formulation. strategies in context of or lacking in Conclusions and
the concepts and Some meaningful the business scenario understanding of core interpretations of the
techniques for evaluation of the described. Has some issues to be resolved. tools confused or
strategy strategies within the awareness and has Implementation plan illogical and
formulation. context described. reflected on the factors and discussion unsubstantiated.
The discussion, Fairly elaborate and identified as well as primarily superficial Implementation and
analysis and in-depth with the consequences Some and lacking in depth understanding of
interpretation different factors helpful insights and and adequate logic. change management
demonstrate considered for fairly good knowledge Does not show either superficial or
excellent implementation and on the application of awareness of the lacking. Possibly no
knowledge of the the consequences change management possible outcomes and real attempt to address
strategic identified and principles. lack a good the consequences and
management discussed. A fir uses understanding of the contemplation of the
process and ability of change change management strategy or its
to formulate and management principles observed. outcomes.
evaluate strategies principles and
and consequences understanding of it
well thought out evidenced.
and addressed in
detail. A detailed,
logical
implementation
plan with an
excellent
understanding of
the change
management
principles has
been evidenced.

Leadership Styles Demonstrates a Demonstrates a good Demonstrates a The work may be an

& Org clear understanding of satisfactory overly descriptive
Performance (20 understanding of literature reviewed understanding of account demonstrating
marks) literature reviewed from academic literature reviewed only minimal
from good resources. Good from academic interpretation of the
academic analysis done well in resources. Some literature, and very
resources, peer respect to application analysis done in limited evidence of
reviewed articles of relevant leadership respect to application analysis, synthesis, or
and journals. styles and the relation of leadership styles to evaluation.
Critical analysis to organizational Organizational
done well in performance. performance.
respect to Examples of effective The work explores and
application of use of academic analyses issues but is
relevant concepts frameworks in order not strong on the
and theories with to analyze the critical reflection and
adequate examples relationship observed. is mainly descriptive,
Clear evidence of Examples of sound Overall, it has the
independent argument and solid component and
thought and very evidence. elements required to
effective use of meet the performance
academic criteria.
frameworks in
order to analyze,
evaluate the
relationships.
There is a
synthesis of the
various insights.
Recommendation Well-organized, Well-organized, Reasonably well- Poor organisation; Assertions little related
s (5 marks) logical, fully logical, supported by organized, logical, gaps in reasoning; to evidence, frequently
supported by evidence, generally supported by some obvious illogical or arbitrary;
evidence, recommendations evidence, recommendations recommendations if
recommendations fairly clear and arise recommendations omitted for the list; presented are
clear and arise from results & fairly clear and arise other conclusions not disorganized;
from discussion; practical from results & especially driven by alternatives not
results/discussion; and feasible, with discussion; practical the findings but from considered; no real
practical and clear consideration of and feasible, with ‘common sense’. No understanding of the
feasible, with clear assumptions and unclear or weak real implications and need to draw
 consideration of limitations of the consideration of reflection on the conclusions,
issues. Very well- strategy. The assumptions and recommendations of implications, and
articulated discussion is well limitations of the changes envisaged and recommendations from
recommendations articulated as strategy identified. the corporate values results. Very poorly
of changes recommendations of Recommendations of incorporated to brought out
envisaged, and the changes envisaged changes envisaged, implement the recommendations of
corporate values and the corporate and the corporate changes. changes and the
incorporated to values incorporated to values incorporated to corporate values
implement the implement the implement the changes incorporated to
changes. changes. just brought out implement the
satisfactorily. changes.

Conclusion Well-organized, Well-organized, Reasonably well- Poor organization; Assertions little related
(5%) logical, fully logical, supported by organized, logical, gaps in reasoning; to evidence, frequently
supported by evidence, conclusions generally supported by some obvious illogical or arbitrary;
evidence, fairly clear and arise evidence, conclusions conclusions omitted conclusions if
conclusions clear from results & fairly clear and arise for the list; other presented are
and arise from discussion; practical from results & conclusions not disorganized;
results/discussion; and feasible, with discussion; practical especially driven by alternatives not
practical and clear consideration of and feasible, with the findings but from considered; no real
feasible, with clear marketing issues. unclear or weak ‘common sense’. No understanding of the
consideration of Recommendations consideration of real implications and need to draw
marketing issues. driven by decent marketing issues. recommendations conclusions,
Recommendations deductions from Recommendations not weak and incoherent. implications, and
driven by good findings. always driven by good recommendations from
deductions from deductions. results.
findings.

Presentation (5%) A balanced, well- A balanced, well- Case is cohesive, but Whilst some of the Significant failings in
structured work, structured work. may be hindered by characteristics of a case balance, structure
generally coherent Overall clear well- inappropriate balance, pass have been or writing style.
in approach. Well- written, well structure or writing demonstrated, the Repeated possibly
written, well presented. Some style. Some small, work does not address significant errors in
presented and small, repeated errors repeated errors in the case requirements referencing and/or
largely free of in grammar. Good referencing or overall. Possibly grammar. Critical
spelling and/or application of grammar. Current and lacking in balance, failings in case
typographical Harvard referencing relevant references and structure or writing balance. Possibly
errors. Breadth of system. Breadth of correct application of style. Some repeated lacking in coherence is
appropriate, appropriate, current, the Harvard errors in referencing unstructured and/or is
current, and and Referencing Method. and/or grammar. badly presented.
relevant references relevant references Limited use of
and correct and almost correct references.
application of the application of the
Harvard Harvard Referencing.
Referencing
Method.