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1.1 Critically analyse the political, social, ethical and operational needs for common strategy in cross border or global organisations and administrations | Unit 802

Unit 802: Strategy Development in Cross Border and Global Organisations

Unit code: F/506/9130 RQF level: 8

Aim

This unit addresses strategy development for cross border or global organisations that face challenges that include political, religious, cultural and social divides and the administrations of organisations operating within particular countries or boundaries.

Learning Outcomes and Assessment Criteria

Unit 802: Strategy Development in Cross Border and Global Organisations

Learning Outcomes

Assessment Criteria

1. Be able to establish a process for developing and formulating strategy

1.1 Critically analyse the political, social, ethical and operational needs for common strategy in cross border or global organisations and administrations

1.2 Identify methodologies by which strategy is evolved and developed for cross border or global organisations to enable external collaboration on a national and international basis

1.3 Critically identify the opportunities for the future development of strategy so as to enhance the impact on the component organisations, administrations and key stakeholders

2. Be able to analyse and evaluate the factors that influence strategy

2.1 Critically discuss what collective strategy is and how it is formed from the policies of the organisations, administrations and key stakeholders

2.2 Identify with critical commentary upon the key policy and strategy issues that influence strategy

2.3 Explicate how strategy is influenced by the reality of factors including political, global, public interest, media impact, and social, cultural and religious in the modern context

3. Be able to lead the process of developing and formulating strategy

3.1 Critically assess how to resolve tensions between cultures and ethics of contributing organisations, administrations and key stakeholders

3.2 Critically evaluate how strategic intelligence is used in the development and formulation of strategy

3.3 Contribute original thinking to the formulation and development of strategy

Indicative Content: Unit 802: Strategy Development in Cross Border and Global Organisations

In this unit learners will be introduced to models and ideas which may help in managing strategy development in cross border and global organisations.

These include:

  • What is collective strategy?
  • Collective strategy and Game Theory
  • Collective action as a social matching process
  • Organisations as social entities
  • An organisation as an antipoetic system
  • Collective strategy and co evolutionary theory
  • Complexity theory, globalisation and diversity
  • Collective strategy
  • Basic and traditional approaches to strategy
  • Three core areas of strategy
  • Closed and open systems thinking
  • Organisations operating around 2 principal feedback loops
  • Open systems models and the resource based view (RBV) of business strategy
  • Managing across the transduction boundary
  • The complexity of an extended organisation
  • Systems and the environment
  • The battle between emergence and entropy
  • Dealing with multiple perspectives
  • Dunning-Kruger and the curse of knowledge
  • Organisational diagnosis and design
  • Organisational autonomy
  • The purpose of structural organisational modelling
  • Organisational conflict and conflict management strategies
  • Strategic intelligence
  • Knowledge transfer
  • Authority versus autonomy

Suggested Reading

  • Grant, R. (2010) Contemporary Strategy Analysis: Text and Cases. 7th ed. Hoboken              N.J: Wiley.
  • Johnson, G. Scholes, K. & Whittington, R. (2011) Exploring Corporate Strategy: Text & Cases. 9th ed. Harlow: Pearson Education Limited
  • Kaplan, R., (2001) The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Boston Mass: Harvard Business School Press.
  • Jackson, MC. (2003) Systems Thinking: Creative Holism for Managers. John Wiley.
  • Ringland G. (2004) Scenario Planning. Wiley
  • EDEN and ACKERMAN, Marketing Strategy, SAGE
  • CESERANI, Big Ideas, KOGAN PAGE
  • Kapferer JN, (2008) The New Strategic Brand Management. 4th ed. London: Kogan Page
  • BROOKS, WEATHERSTON, WILKINSON, The international Business Environment, FT PRENTICE HALL
  • HUGHES, O. and O’NEILL, D. (2008) Business, government and globalization: an internationaz perspective. Basingstoke: Palgrave Macmillan
  • CABLE V. (2009) The storm: the world economic crisis and what it means. London: Atlantic Books

Other Topics to Explore

  • The legal and regulatory frameworks of media planning and campaigns, assessing limitations and opportunities for corporate media action
  • Cooperation and competition, collaboration and partnerships: Competition, collaboration. Measurement vs. collaboration, managing hidden agendas of the rears of data obsession. Managing measurement mania. The Benefit Effect – 7 steps to cultural collaboration. (Evan Rosen)
  • Principles and practice of strategic alliances, mergers acquisition and organic growth. The alliance cycle and implications for risk management, speed to the market, economies of scale, shared knowledge, market access and cost management
  • Enterprise Risk Management. (Coso)
  • Theory, principles and practice of policy, and its influence on strategic direction. A. large leaps, Equilibrium theory Baumgartner & Jones. Grass Roots, Community organising theory, Ainsky & Biklen, social psychology. Political window, agenda setting Kingdom, political approaches to policy
    • Principles and practice of linking governance and complexity theory, why governance fails, linking governance to shareholders. Goergen, Mallin, Kelly, Al-Hawamdeh, Yu-Chie. (2010)
    • The five steps of the theory of constraint. Linking constraint theory to policy development
    • Critical systems Heuristics. Ulrich. (1983). Enhancing reflective practices
    • Co-evolutionary integration: the co-creation of a new organizational form following a merger and acquisition. Mitleton-Kelly, Eve (2006) Co-evolutionary integration: the co-creation of a new organizational form following a merger and acquisition. Emergence: Complexity and Organization, 8 (2). pp. 36-47. ISSN 1521-3250
      • Mitleton-Kelly, Eve (2006) Co-evolutionary integration: the co-creation of a new organizational form following a merger and acquisition. Emergence: Complexity and Organization, 8 (2). pp. 36-47. ISSN 1521-3250
      • Complexity theory, Globalisation and Diversity, Walby S, School of Sociology and Social Policy University of Leeds, Paper presented to conference of the British Sociological Association, University of York, April 2003

Unit 802: Strategy Development in Cross Border and Global Organisations


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