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1.1 Evaluate the restraints and constraints on the integration of inter-organisational strategy | Unit 803

Unit 803: Strategic Planning for Cross Border and Global Organisations

Unit code: L/506/9132 RQF level: 8

Aim

The unit examines the range of influences and impacts on cross border or global organisations and how that contributes to successful strategy formulation and the management of risk.

Learning Outcomes and Assessment Criteria

Unit 803: Strategic Planning for Cross Border and Global Organisations

Learning Outcomes

Assessment Criteria

1. Be able to analyse the planning and implementation of existing inter-organisational strategies

1.1 Evaluate the restraints and constraints on the integration of inter-organisational strategy

1.2 Identify and assess the respective contributions of participating organisations and administrations to the development and integration of inter-organisational strategy

1.3 Analyse the separate components of the planning and implementation process and the impact of tensions between them on the inter-organisational strategy and its implementation

1.4 Assess the impact of the inherent and respective power and status of the participating organisations and administrations on the inter-organisational strategy and its implementation

2. Be able to analyse the theories and methods of strategy formulation used

2.1 Critically compare and evaluate the missions, goals, roles, strengths and weaknesses, opportunities and threats of cross border partners and competitor organisations and administrations

2.3 Critically compare and evaluate theories and methods of strategy formulation used in cross border partner organisations and administrations

2.4 Critically evaluate how effectively strategies link policy objectives, goals and aspirations to operational outcomes for cross border partners

2.5 Identify, and assess the impact of, methods for managing risks and opportunities in the strategy

3. Be able to evaluate the role and impact of strategic intelligence

3.1 Critically assess the means of obtaining, co-ordinating, measuring and analysing strategic intelligence

3.2 Critically evaluate and interpret strategic intelligence and determine measures of confidence in that intelligence to inform the development, implementation and review of policy and strategy for cross border and global organisations

 

3.3 Explain how strategic intelligence has a key influence in cross border and global organisational planning and decision- making

3.4 Critically examine the concept of ‘acceptable risk’ associated with gathering and using of strategic intelligence

3.5 Critically evaluate the effectiveness of risk theories and models used in organisational strategic planning

4. Be able understand and utilise the impact of cultural differences based on research

4.1 Critically evaluate the concepts of culture, character, ethos, beliefs, attitudes and needs and how they impact on the development and management of cross border organisational alliances and coalitions

4.2 Critically assess the influence of domestic, national and multi-national contexts on the development and implementation of cross border and global organisational policy and strategy

4.3 Critically analyse the body of knowledge on cultural differences to support proposals for innovative ways of mitigating or enhancing the impact of cultural differences on cross border or global organisational policy and strategy


Indictaive Content: Unit 803: Strategic Planning for Cross Border and Global Organisations

In this unit learners will come across a number of models, concepts and ideas which can be used to help in exploring how strategic planning in cross border and global organisations can be effective.

Strategic planning in cross border and global organisations involves a complex interaction between a number of significant factors including:

  • Leadership and management styles
  • Organizational knowledge
  • Organisational history and experience
    • Culture; individual, organisational and country, values and beliefs (which was explored in QF 806), Culture and its impact on strategy
    • Strategic planning methods and approaches
    • Strategic planning processes
    • Stakeholders and risk

Suggested Resources

  • Muodon A and PERKINS, Organisational Behaviour, Kogan Page
  • Kew and Stredwick, Business Environment, Managing in a Strategic Context, CIPD
  • Kew and Stredwick, Human resource Management in a Business Context, CIPD
  • Brooks, Weatherston, Wilkinson, The international Business Environment, FT Prentice Hall
    • De Wit, B., (2004) Strategy-Process, Content, Context: An International Perspective. 3rd ed. London: Thomson
    • Stacey, R., (2011) Strategic Management and Organisational Dynamics: The Challenge of Complexity to Ways of Thinking about Organisations. 6th ed. Harlow, England, New York: Financial Times Prentice Hall
    • Beer, the brain of the firm
      • Hackley, C. (2003) Doing Research Projects in Marketing, Management and Consumer Research, London:                  Routledge.
      • Keegan, S. (2009) Qualitative Research: Good Decision Making Through Understanding People, Cultures and Markets (Market Research in Practice), London: Kogan Page.
      • Malhotra, N.K. & Birks, D.F. (2007) Marketing Research an Applied Approach, 3ed., London: Pearson Education Ltd
      • SAVAGE, The Flaw of Averages, AMAZON
        • STANDAGE, T. (ed) (2005) The future of technology: how to adapt and prosper. London: Economist Books.
        • Brand S, Disruptive Technologies
          • Theory practice and constraints of product based or competitive advantage approaches to strategy formulation. Porter (1980). Resource based theory of the firm. Hamel G. Parhalad C.K. Blackler. (1995). Wernerfelt. (1995). Firms dependant on intangible resources. (Hall. (1995)

Unit 803: Strategic Planning for Cross Border and Global Organisations


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