ELECTRONIC ASSIGNMENT COVERSHEET

Course/Unit Information
Course Extended Diploma in International Business and Strategy
Unit No. 4008
Unit Name Strategic Management
Unit code SQA/4008
Schedule Code SQA/SMONLSA2106C

Instructor Information
Name Prof. Astha Bhandari

Assignment Information
Full/ Part Assignment Full Assignment
Date Assignment Issued 05/06/2021
Date Assignment Due 16/07/2021

Student Information
(To be filled by the student prior submitting the assignment)
Name
Student ID
Email

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LEARNING OUTCOMES AND ASSESSMENT FEEDBACK

Name of the Assessor

Module Code & Title SQA/4008 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
Executive Summary 5
1 1. Introduction to the company 5
1.2 Current Business Scenario 15
1.3 Organizational design and lifecycle 5
2.Environmental Analysis and need for change 10
3.1. Strategy to overcome challenge/s 10
3.2 Implementation of strategy 15
4.1 Leadership styles and Organizational Performance 15
4.2 Impact of leadership styles on Corporate values and
5
CSR
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.

Internal Verification Report

Internal Verification Done By Date
Assignment Brief
Assessors Decision

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 student
declaration is ticked.

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%.

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before evaluation:

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Harvard Referencing Style is strictly followed.

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] [6000 Words)

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

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, to find answers to
certain questions set up in the main assignment task given below.

Suggested Report Format

Executive Summary (5 marks)

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

It should briefly restate the purpose of the report, highlight the major points of the report, and describe
any results, conclusions, or recommendations from the 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.

1.2 Current Business Scenario (15 marks)

1.2.1 How is the company faring in the current changing business scenario? Analyze its competitors and
how the company ranks among them. Critically evaluate strengths and weaknesses and core
competencies? Identify and discuss the specific sources of its competitive advantage.

1.2.2 Use a minimum of 2 models /tools such as Miles and Snow typologies, VRIO model, Porter’s 5
forces and Business portfolio analysis, to critically analyze and describe current strategies of the
organization to control external challenges. Evaluate how is its current strategy affecting organizational
performance?

1.3 Organizational design and lifecycle (5 marks) -Analyze the organizational design as well as
lifecycle and how it affects the organizational performance.
2. Environmental Analysis and need for change (10 marks) - Using a minimum of 2 relevant
tools/models (PESTLE, Environmental Uncertainty Model, SWOT and Scenario planning) conduct an
environmental analysis and critically analyse impact of key factors the organization will have to consider
in order to ensure its success. Evaluate how effective was your organization’s response to these
environmental factors.

3. Strategy Identification and implementation

3.1. Strategy to overcome challenge/s (10 marks) – Apply minimum any two strategy formulation tools
such as Porter’s Generic Strategies, BCG matrix, Ansoff matrix ,VRIO, Miles and Snow, Blue Ocean
Strategy etc. to design a business strategy for your organization and discuss the success factors that will
be critical to organizational success.

3.2 Implementation of strategy (15 marks)

3.2.1 Prepare a plan of how would you implement this strategy?

3.2.2 Critically evaluate some of the possible consequences (positive and negative) of how will the
change management principles be useful for handling the shift in strategy during implementation?

3.2.3 Also, carry out a critical discussion on how would you improve innovation and readiness to change
in your organization?

4. Leadership Values to Manage Strategic Change

4.1 Leadership styles and Organizational Performance (15 marks) –

Does adopting different leadership styles affect organizational performance? Critically analyze and
discuss using academic articles on how different leadership styles in your organization will affect the
organization’s performance and effectiveness to manage the strategic change they want to implement.
You can bring in various debates and insights, academic articles as well as include your own experiences
in the workplace to discuss the impact and effectiveness of the various leadership styles. You are
expected to refer only peer reviewed journal articles (5-8) for your analyses and for supporting your
statements.

4.2 Impact of leadership styles on Corporate values and CSR (5 marks)

How would it retain or change the organization’s corporate values? What could the leadership do to
fulfill some of its corporate social responsibilities?

5. Recommendations (5 marks) – Give out your recommendations of changes you envisage and the
corporate values you need to incorporate to effectively implement these changes in your chosen
organization.

6. Conclusions (5 marks) - Summarize the strategic management issues including the solution.
Analyze the possible limitations of the strategy identified and main assumptions that drove the new
strategy formulation process. Discuss briefly how the strategy identified is the best, given the context.

7. 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.
Assignment (70-100%) (60-69%) (50-59%) D (40-49%) E (0-39%)
Assessment Work of an Work of a good Work of a pass Fail Fail
Criteria outstanding, standard. standard.
excellent & v.
good standard (*)
Executive A critical A synthesized A reasonable Limited overview Confused
Summary overview with the overview of the overview of the of Executive overview of
(10%) help of Executive Executive Executive Summary. The Executive
Summary. Bring Summary, where Summary, where work may be an Summary.
out relevant good use of satisfactory overly descriptive Fundamental
authors, rival existing academic summary is given account misconceptions
theories, and work and of the whole demonstrating of how to write
major debates to a evaluation of main produced work. only minimal an Executive
very good, work is given out There is evidence interpretation, Summary. The
possibly excellent coherently. Some of engagement and very limited work is mainly
(even outstanding) review of relevant with pertinent presentation of descriptive and
standard. authors, rival issues. Key the whole shows little or no
References beyond theories, and authors & major summary. No understanding of
those identified in major debates. debates are counterarguments summary
session sources. . presented. or alternative requirements.
Evidence of frames of
suitable basic reference are
reading. generated or
considered.
.
Introduction Introduction Introduction Introduction Introduction is Too few
(15%) should explicitly should bring out should bring out not satisfactorily references to
bring out relevant good relevant satisfactorily the bringing out the appropriate
details necessary details necessary local, national and internal and literature and no
to understand the to understand the regional context of external context evidence of
context of strategic context of strategic strategic of strategic independent
management management management management thought and/ or
practices in the practices in the practices in the practices in the criticality.
organization. The organization. The organization. The organization. The Introduction is
business scenario current company current company current company very sketchy and
paints a clear details discussed details discussed details are not does not
picture of current in the context of in the context of discussed in the satisfactorily
situation using the strategic the strategic context of the bring out the
facts and figure or management. management. strategic vision, mission,
related focus. The focus. The management. employee size,
information from business scenario business scenario focus. The revenues and
academic and non- clearly described described but has business scenario other information
academic sources using adequate gaps. External has not been required to
 where necessary. terminology. Some sources (academic adequately understand the
external sources or non-academic) described. organization in
(academic or non- not included or External sources the context of
academic) poorly used. (academic or non- strategic
referenced and academic) not management
included to evidenced or practices in the
support discussion. minimal. organization at
Poor/insufficient all.
use of facts and
figures observed.
Environmental Demonstrate Demonstrates a Demonstrates a The work may be Fundamental
Analysis and ability to good satisfactory an overly misconceptions
need for change accurately apply understanding of understanding of descriptive /lack of
(15%) relevant tools and frameworks and environmental account knowledge of the
frameworks to tools from analyses demonstrating tools and
analyze and academic framework and only minimal and frameworks used
identify the resources. Good tools for analysis. descriptive in analyzing the
various factors that analysis done well Some analysis interpretation of environment
have a significant in respect to done in respect to the tools and Limited analysis
influence on the application of application of frameworks and of a superficial
organization. Has relevant strategic relevant models, very limited nature only lacks
critically analyzed management tools and evidence of any attempt at
the factors in the frameworks. frameworks. analysis, analysis, relying
external Examples of The work is synthesis or on description
environment and effective use of mainly descriptive, evaluation. instead.
evaluate their academic but has achieved
impact in the frameworks in all the A superficial and Strategy,
relevant business order to analyse performance routine organizational
context. the case scenario. criteria. description of the design and
Demonstrates a Examples of sound Some mention of factors some of lifecycle and its
critical argument and Strategy, which may not be effect on
understanding of logical organizational logical or Organizational
how the interpretation. design and accurate. performance not
environmental lifecycle and its included in
factors can have a Strategy, effect on Strategy, adequate detail.
significant effect organizational Organizational organizational
on the strategic design and performance but design and
management lifecycle and its not very accurate lifecycle and its
process. Strategy, effect on or insightful. effect on
organizational Organizational Organizational
design and performance performance
lifecycle and its discussed mentioned but not
effect on very accurate and
Organizational superficially
performance discussed.
accurately
identified and
discussed.
Demonstrates
excellent
analytical ability.
The key factors
identified
effectively.

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

Leadership Demonstrates a Demonstrates a Demonstrates a The work may be

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

Conclusion Well-organized, Well-organized, Reasonably well- Poor Assertions little

(5%) logical, fully logical, supported organized, logical, organization; related to
supported by by evidence, generally gaps in reasoning; evidence,
evidence, conclusions fairly supported by some obvious frequently
conclusions clear clear and arise evidence, conclusions illogical or
and arise from from results & conclusions fairly omitted for the arbitrary;
results/discussion; discussion; clear and arise list; other conclusions if
practical and practical and from results & conclusions not presented are
feasible, with clear feasible, with clear discussion; especially driven disorganized;
consideration of consideration of practical and by the findings alternatives not
marketing issues. marketing issues. feasible, with un but from considered; no
Recommendations Recommendations clear or weak ‘common sense’. real
driven by good driven by decent consideration of No real understanding of
deductions from deductions from marketing issues. implications and the need to draw
findings. findings. Recommendations recommendations conclusions,
not always driven week and implications and
by good incoherent. recommendations
deductions. from results.
Presentation A balanced, well- A balanced, well- Case is cohesive, Whilst some of Significant
(5%) structured work, structured work. but may be the characteristics failings in case
c generally coherent Overall clear well- hindered by of a pass have balance, structure
in approach. Well- written, well inappropriate been or writing style.
written, well presented. Some balance, structure demonstrated, the Repeated
presented and small repeated or writing style. work does not possibly
largely free of errors in grammar. Some small address the case significant errors
spelling and/or Good application repeated errors in requirements in referencing
typographical of Harvard referencing or overall. Possibly and/or grammar.
errors. Breadth of referencing grammar. Current lacking in Critical failings
appropriate, system. Breadth of and balance, structure in case balance.
current, and appropriate, relevant references or writing style. Possibly lacking
relevant references current, and and correct Some repeated in coherence is
and correct relevant references application of the errors in unstructured
application of the and almost correct Harvard referencing and/or is badly
Harvard application of the Referencing and/or grammar. presented.
Referencing Harvard Method. Limited use of
Method. Referencing. references.