Description
Description tell about strategic management learning outcomes.
UNIT BR2: STRATEGIC MANAGEMENT
PD031360 – Edexcel BTEC Level 6 Diploma in Engineering (QCF) units –
Issue 1 – May 2012 © Pearson Education Limited 2012
1
Unit BR2: Strategic Management
Unit code: T/503/7386
QCF level: 6
Credit value: 15
Aim
This unit aims to give the learner understanding of the importance of strategy
to an organisation in providing direction and scope over the long term. The unit
also gives the learner the skills to assess an organisation’s strategic position in
order to gain an advantage through combining its competencies and resources.
Unit abstract
Strategic management is constantly changing and it is important that learners
understand the strategic position of an organisation.
This involves the analysis of business environments, the evaluation of strategic
capability and the development of strategic purpose. Learners will examine how
an understanding of culture can help managers develop the strategies of their
organisations. The cultural web model which allows managers to analyse
culture and its influence on strategy will be introduced.
Strategic choices are concerned with decisions about an organisation’s future
and the way in which it needs to respond to the pressures and influences.
The consideration of strategies must take into account the realities of turning
strategy into action which in turn can be a significant constraint on strategic
choice. The strategy of going international is considered, including the sources
of advantage and the methods of market selection and entry.
The importance of effective change management is explored which is a critical
success factor in strategic management.
Learning outcomes
On successful completion of this unit a learner will:
1 understand how strategic choices are made in organisations
2 understand the importance of culture within strategic positioning in
organisations
3 understand the risks involved in an organisation deciding to internationalise
4 be able to assess the strategic position of an organisation
5 understand the importance of change in strategic management.
UNIT BR2: STRATEGIC MANAGEMENT
PD031360 – Edexcel BTEC Level 6 Diploma specification in Engineering –
Issue 1 – May 2012 © Pearson Education Limited 2012
2
Unit content
1 Understand how strategic choices are made in organisations
Levels of strategy: business level strategy; corporate level strategy;
Ansoff’s Product/Market Growth Matrix; international strategies
Strategy evaluation: suitability of the strategy; threats, opportunities,
weaknesses, strengths (TOWS matrix); ranking strategic options; decision
trees; scenarios; acceptability; returns; analysis (financial, cost benefit,
shareholder value, risk, ration, sensitivity); feasibility of the strategy;
financial resources; deployment of resources
2 Understand the importance of culture within strategic positioning in
organisations
Culture: national and regional cultures; the organisational field; sets of
assumptions, norms and regimes; organisational culture
Organisational culture and strategy: the management of culture; culture as a
driver of strategy; development of strategy; implementation of new strategies;
assessing corporate performance; adopting a suitable paradigm
Cultural web: tool for analysing culture; elements of the web; paradigm
3 Understand the risks involved in an organisation deciding to
internationalise
Drivers to internationalise: Yip’s drivers of globalisation
National and international sources of advantage: Porter’s Diamond model;
the international value network; international strategies; simple export;
complex export; multidomestic strategy; global strategy
Market selection and entry: market characteristics; political, economic, social,
legal, competitive characteristics; entry modes; exporting; joint ventures and
alliances; licensing; foreign direct investment
4 Be able to assess the strategic position of an organisation
The business environment: macro environment; industries and sectors;
competitors; Porter’s five forces framework; industry life cycle; strategic
groups; market segments; opportunities and threats
Strategic capability: methods for evaluating strategic capability
Strategic purpose: corporate governance; business ethics and corporate social
responsibility; stakeholder expectations; stakeholder power; organisational
purpose, values, mission, vision, objectives
UNIT BR2: STRATEGIC MANAGEMENT
PD031360 – Edexcel BTEC Level 6 Diploma in Engineering (QCF) units –
Issue 1 – May 2012 © Pearson Education Limited 2012
3
5 Understand the importance of change in strategic management
Methods for diagnosing change situations: types of strategic change; big bang,
incremental, realignment, transformational, cultural context; force field analysis
Change management styles and roles: roles in managing change; strategic
leadership; education, participation, intervention, direction, coercion
Management of strategic change programmes: strategic reconstruction;
turnaround strategy; managing revolutionary and evolutionary strategic change
UNIT BR2: STRATEGIC MANAGEMENT
PD031360 – Edexcel BTEC Level 6 Diploma specification in Engineering –
Issue 1 – May 2012 © Pearson Education Limited 2012
4
Learning outcomes and assessment criteria
Learning outcomes
On successful completion of
this unit a learner will:
Assessment criteria for pass
The learner can:
LO1 Understand how
strategic choices are made in
organisations
1.1 Analyse the different levels of strategy in an
organisation
1.2 Compare methods of strategy evaluation in
organisations
LO2 Understand the
importance of culture within
strategic positioning in
organisations
2.1 Assess the importance of culture in organisations
2.2 Evaluate how organisational culture influences
strategy in an organisation
2.3 Analyse the cultural web of an organisation
LO3 Understand the risks
involved in an organisation
deciding
to internationalise
3.1 Evaluate the drivers that encourage
organisations to internationalise
3.2 Critically evaluate national and international
sources of advantage for an organisation
3.3 Assess methods of market selection and entry
for an organisation
LO4 Be able to assess the
strategic position of an
organisation
4.1 Carry out an analysis of the business
environment of an organisation
4.2 Evaluate the strategic capability of an
organisation
4.3 Develop a strategic purpose for an organisation
LO5 Understand the
importance of change in
strategic management
5.1 Explain the methods for diagnosing change
situations
5.2 Critically evaluate different change management
styles and roles
5.3 Evaluate the management of strategic change
programmes in organisations
UNIT BR2: STRATEGIC MANAGEMENT
PD031360 – Edexcel BTEC Level 6 Diploma in Engineering (QCF) units –
Issue 1 – May 2012 © Pearson Education Limited 2012
5
Guidance
Links to National Occupational Standards, other BTEC units, other BTEC
qualifications and other relevant units and qualifications
The learning outcomes associated with this unit are closely linked with the
National Occupational Standards for Management and Leadership:
A1 Manage your own resources
B1 Develop a strategic business plan for your organisation
B2 Map the environment in which your organisation operates
B3 Develop strategic business plan for your organisation
B4 Put the strategic plan into action
B5 Provide leadership for your team
B8 Ensure compliance with legal, regulatory, ethical and social requirements
B9 Develop the culture of your organisation
B10 Manage risk
C2 Encourage innovation in your area of responsibility
C4 Lead change
C5 Plan change
C6 Implement change
D4 Plan the workforce
E1 Manage a budget
E8 Manage physical resources
E10 Take effective decisions
E11 Communicate information and knowledge
F4 Develop and implement marketing plans for your area of responsibility
F9 Build your organisation’s understanding of its market and customers
F10 Develop a customer-focused organisation
F12 Improve organisational performance
F16 Manage the development and marketing of products or services in your
area of responsibility
The content of this unit has also been mapped against the Engineering Council’s
current Learning Outcomes for IEng Accreditation. The completion of the
learning outcomes for this unit will contribute knowledge, understanding
and skills towards the evidence requirements for IEng Registration.
See Annexe B for summary of mapping information for IEng Accreditation.
Essential requirements
There are no special requirements needed for this unit.
UNIT BR2: STRATEGIC MANAGEMENT
PD031360 – Edexcel BTEC Level 6 Diploma specification in Engineering –
Issue 1 – May 2012 © Pearson Education Limited 2012
6
Delivery
For learning outcome 1, learners need to understand the strategic position
of an organisation. This could involve the learners working in small groups
undertaking a review of the business environment of selected organisations
from different sectors. They should be encouraged to apply Porter’s five forces
to the particular area under investigation and to use SWOT analysis and the
value chain to assess strategic capability. A review of strategic purpose should
also take place which should focus on corporate governance, business ethics
and corporate social responsibility.
For learning outcome 2, learners need to understand the importance of culture
within strategic positioning which could involve small group work examining
case studies focusing on particular cultures within a variety of organisations
and the impact these cultures have on their strategic positioning. Learners
need to understand that culture is a key driver of strategy and that culture
in any organisation can be analysed using the tool known as the ‘cultural
web’. Learners could through case studies or with reference to their own
organisations use the cultural web to analyse the cultural arrangements
in place.
For learning outcome 3, learners should also understand that when an
organisation makes a strategic decision to go international, a series of risks
will emerge. Learners need to be made aware of the key drivers that exist that
encourage organisations to go international. Again case studies can be used to
identify sources of advantage of entering foreign markets and the decision
making process involved associated with market selection and entry.
For learning outcome 4, learners need to understand the importance of strategy
development and the difference between intended and emergent strategies.
Class and small group discussions can help learners identify these various
strategic developments in place in their own organisations. Learners will also
need to understand the importance of organisation structure and the effective
management of resources both physical and human in strategy development.
For learning outcome 5, learners need to understand that when change is
to take place in an organisation, there are various different types of change
situations and that these can be diagnosed using various tools and techniques.
The importance of change management styles and roles also needs to be
examined and this can be successfully delivered through case study material,
information from the learners’ own organisations and relevant guest speakers
who can take learners through the various stages of successful change
management programmes that they may have been involved with.
Assessment
The preferred method of assessment for this unit is to have one full unit
assignment allowing the learner to research aspects of strategic management
in their own organisation or another organisation that will allow them access.
The assignment could if desired, be broken down into 2, 3 or 4 or smaller
assignments. The evidence could be in the form of a presentation or report
covering the five learning outcomes and all the assessment criteria. It is
advisable to teach the learning outcomes in their learning outcome order
(1 to 5) as each learning outcome builds on the knowledge of the previous one.
UNIT BR2: STRATEGIC MANAGEMENT
PD031360 – Edexcel BTEC Level 6 Diploma in Engineering (QCF) units –
Issue 1 – May 2012 © Pearson Education Limited 2012
7
Resources
Books
Asch D and Bowman C – Readings in Strategic Management
(Palgrave Macmillan, 1989) ISBN 978-0333518090
Barney J – Gaining and Sustaining Competitive Advantage (Prentice-Hall, 2007)
ISBN 978-0131355026
Davenport T and Norton D – The Strategy-focused Organization
(Harvard Business School Press, 2000) ISBN 978-1578512508
Cusumano M and Markides C – Strategic Thinking for the Next Economy
(Jossey Bass, 2001) ISBN 978-0787957292
De Wit B and Meyer R – Strategy: Process, Content, Context
(Thomson Learning, 2004) ISBN 978-1405119993
Grant R – Contemporary Strategy Analysis (Blackwell, 2004)
ISBN: 1405119993
Gratton L – Living Strategy: Putting People at the Heart of Corporate Purpose
(Prentice Hall, 2000) ISBN 978-0273650157
Harrison J – Strategic Management: Concepts and Cases (Wiley, 2002)
ISBN 978-047122927
Johnson G, Scholes K and Whittingham R – Exploring Corporate Strategy
(Prentice Hall Ed 8, 2008) ISBN 978-0273711926
Johnson G – Exploring Public Sector Strategy (Prentice Hall, 2000)
ISBN 978-0273646877
Kaplan R and Norton D – The Strategy-Focused Organization: How Balanced
Scorecard Companies Thrive in the New Business Environment (Harvard
Business School Press, 2000) ISBN 978-1578512508
Lynch R – Corporate Strategy (Prentice Hall, 2005) ISBN 978-0273701781
McGee, J, Thomas, H and Wilson D – Strategy: Analysis and Practice
(McGraw-Hill, 2005) ISBN 978-0077107055
Mintzberg H – The Rise and Fall of Strategic Planning (Prentice Hall, 2000)
ISBN 978-0273650379
Mintzberg H, Ahlstrand B and Lampel J – Strategy Safari: A Guided Tour
through the Wilds of Strategic Management (Prentice Hall, 2001)
ISBN 978-0273656364
Pettigrew A, Thomas H and Whittington R – The Handbook of Strategy and
Management (Sage, 2001) ISBN 978-0761958932
Schwartz P – The Art of the Long View (Wiley, 1997) ISBN 978-0471977858
Stacey R – Strategic Management and Organisational Dynamics (Prentice Hall,
2002) ISBN 978-0273658986
UNIT BR2: STRATEGIC MANAGEMENT
PD031360 – Edexcel BTEC Level 6 Diploma specification in Engineering –
Issue 1 – May 2012 © Pearson Education Limited 2012
8
Journals
Academy of Management Journal (Academy of Management)
British Journal of Management (Blackwell)
California Management Review (University of California, Berkeley)
European Management Journal (Elsevier)
Harvard Business Review (Harvard Business School)
Journal of Business Strategy (Blackwell)
Journal of Management Studies (Blackwell)
Long Range Planning (Elsevier)
MIT Sloan Management Review (MIT Sloan School of Management)
Strategic Change (John Wiley & Sons Ltd)
Strategy and Leadership (Emerald)
Websites
www.ft.com Financial Times
www.managers.org.uk Chartered Management Institute
www.sps.org.uk Strategic Planning Society
SEB180512 G:\WORDPROC\LT\PD\BTEC LEVEL 6 DIPLOMAS\ENGINEERING\UNITS\PD031360 UNIT BR 2 STRATEGIC MANAGEMENT.DOC.1-8/0
doc_214749437.pdf
Description tell about strategic management learning outcomes.
UNIT BR2: STRATEGIC MANAGEMENT
PD031360 – Edexcel BTEC Level 6 Diploma in Engineering (QCF) units –
Issue 1 – May 2012 © Pearson Education Limited 2012
1
Unit BR2: Strategic Management
Unit code: T/503/7386
QCF level: 6
Credit value: 15
Aim
This unit aims to give the learner understanding of the importance of strategy
to an organisation in providing direction and scope over the long term. The unit
also gives the learner the skills to assess an organisation’s strategic position in
order to gain an advantage through combining its competencies and resources.
Unit abstract
Strategic management is constantly changing and it is important that learners
understand the strategic position of an organisation.
This involves the analysis of business environments, the evaluation of strategic
capability and the development of strategic purpose. Learners will examine how
an understanding of culture can help managers develop the strategies of their
organisations. The cultural web model which allows managers to analyse
culture and its influence on strategy will be introduced.
Strategic choices are concerned with decisions about an organisation’s future
and the way in which it needs to respond to the pressures and influences.
The consideration of strategies must take into account the realities of turning
strategy into action which in turn can be a significant constraint on strategic
choice. The strategy of going international is considered, including the sources
of advantage and the methods of market selection and entry.
The importance of effective change management is explored which is a critical
success factor in strategic management.
Learning outcomes
On successful completion of this unit a learner will:
1 understand how strategic choices are made in organisations
2 understand the importance of culture within strategic positioning in
organisations
3 understand the risks involved in an organisation deciding to internationalise
4 be able to assess the strategic position of an organisation
5 understand the importance of change in strategic management.
UNIT BR2: STRATEGIC MANAGEMENT
PD031360 – Edexcel BTEC Level 6 Diploma specification in Engineering –
Issue 1 – May 2012 © Pearson Education Limited 2012
2
Unit content
1 Understand how strategic choices are made in organisations
Levels of strategy: business level strategy; corporate level strategy;
Ansoff’s Product/Market Growth Matrix; international strategies
Strategy evaluation: suitability of the strategy; threats, opportunities,
weaknesses, strengths (TOWS matrix); ranking strategic options; decision
trees; scenarios; acceptability; returns; analysis (financial, cost benefit,
shareholder value, risk, ration, sensitivity); feasibility of the strategy;
financial resources; deployment of resources
2 Understand the importance of culture within strategic positioning in
organisations
Culture: national and regional cultures; the organisational field; sets of
assumptions, norms and regimes; organisational culture
Organisational culture and strategy: the management of culture; culture as a
driver of strategy; development of strategy; implementation of new strategies;
assessing corporate performance; adopting a suitable paradigm
Cultural web: tool for analysing culture; elements of the web; paradigm
3 Understand the risks involved in an organisation deciding to
internationalise
Drivers to internationalise: Yip’s drivers of globalisation
National and international sources of advantage: Porter’s Diamond model;
the international value network; international strategies; simple export;
complex export; multidomestic strategy; global strategy
Market selection and entry: market characteristics; political, economic, social,
legal, competitive characteristics; entry modes; exporting; joint ventures and
alliances; licensing; foreign direct investment
4 Be able to assess the strategic position of an organisation
The business environment: macro environment; industries and sectors;
competitors; Porter’s five forces framework; industry life cycle; strategic
groups; market segments; opportunities and threats
Strategic capability: methods for evaluating strategic capability
Strategic purpose: corporate governance; business ethics and corporate social
responsibility; stakeholder expectations; stakeholder power; organisational
purpose, values, mission, vision, objectives
UNIT BR2: STRATEGIC MANAGEMENT
PD031360 – Edexcel BTEC Level 6 Diploma in Engineering (QCF) units –
Issue 1 – May 2012 © Pearson Education Limited 2012
3
5 Understand the importance of change in strategic management
Methods for diagnosing change situations: types of strategic change; big bang,
incremental, realignment, transformational, cultural context; force field analysis
Change management styles and roles: roles in managing change; strategic
leadership; education, participation, intervention, direction, coercion
Management of strategic change programmes: strategic reconstruction;
turnaround strategy; managing revolutionary and evolutionary strategic change
UNIT BR2: STRATEGIC MANAGEMENT
PD031360 – Edexcel BTEC Level 6 Diploma specification in Engineering –
Issue 1 – May 2012 © Pearson Education Limited 2012
4
Learning outcomes and assessment criteria
Learning outcomes
On successful completion of
this unit a learner will:
Assessment criteria for pass
The learner can:
LO1 Understand how
strategic choices are made in
organisations
1.1 Analyse the different levels of strategy in an
organisation
1.2 Compare methods of strategy evaluation in
organisations
LO2 Understand the
importance of culture within
strategic positioning in
organisations
2.1 Assess the importance of culture in organisations
2.2 Evaluate how organisational culture influences
strategy in an organisation
2.3 Analyse the cultural web of an organisation
LO3 Understand the risks
involved in an organisation
deciding
to internationalise
3.1 Evaluate the drivers that encourage
organisations to internationalise
3.2 Critically evaluate national and international
sources of advantage for an organisation
3.3 Assess methods of market selection and entry
for an organisation
LO4 Be able to assess the
strategic position of an
organisation
4.1 Carry out an analysis of the business
environment of an organisation
4.2 Evaluate the strategic capability of an
organisation
4.3 Develop a strategic purpose for an organisation
LO5 Understand the
importance of change in
strategic management
5.1 Explain the methods for diagnosing change
situations
5.2 Critically evaluate different change management
styles and roles
5.3 Evaluate the management of strategic change
programmes in organisations
UNIT BR2: STRATEGIC MANAGEMENT
PD031360 – Edexcel BTEC Level 6 Diploma in Engineering (QCF) units –
Issue 1 – May 2012 © Pearson Education Limited 2012
5
Guidance
Links to National Occupational Standards, other BTEC units, other BTEC
qualifications and other relevant units and qualifications
The learning outcomes associated with this unit are closely linked with the
National Occupational Standards for Management and Leadership:
A1 Manage your own resources
B1 Develop a strategic business plan for your organisation
B2 Map the environment in which your organisation operates
B3 Develop strategic business plan for your organisation
B4 Put the strategic plan into action
B5 Provide leadership for your team
B8 Ensure compliance with legal, regulatory, ethical and social requirements
B9 Develop the culture of your organisation
B10 Manage risk
C2 Encourage innovation in your area of responsibility
C4 Lead change
C5 Plan change
C6 Implement change
D4 Plan the workforce
E1 Manage a budget
E8 Manage physical resources
E10 Take effective decisions
E11 Communicate information and knowledge
F4 Develop and implement marketing plans for your area of responsibility
F9 Build your organisation’s understanding of its market and customers
F10 Develop a customer-focused organisation
F12 Improve organisational performance
F16 Manage the development and marketing of products or services in your
area of responsibility
The content of this unit has also been mapped against the Engineering Council’s
current Learning Outcomes for IEng Accreditation. The completion of the
learning outcomes for this unit will contribute knowledge, understanding
and skills towards the evidence requirements for IEng Registration.
See Annexe B for summary of mapping information for IEng Accreditation.
Essential requirements
There are no special requirements needed for this unit.
UNIT BR2: STRATEGIC MANAGEMENT
PD031360 – Edexcel BTEC Level 6 Diploma specification in Engineering –
Issue 1 – May 2012 © Pearson Education Limited 2012
6
Delivery
For learning outcome 1, learners need to understand the strategic position
of an organisation. This could involve the learners working in small groups
undertaking a review of the business environment of selected organisations
from different sectors. They should be encouraged to apply Porter’s five forces
to the particular area under investigation and to use SWOT analysis and the
value chain to assess strategic capability. A review of strategic purpose should
also take place which should focus on corporate governance, business ethics
and corporate social responsibility.
For learning outcome 2, learners need to understand the importance of culture
within strategic positioning which could involve small group work examining
case studies focusing on particular cultures within a variety of organisations
and the impact these cultures have on their strategic positioning. Learners
need to understand that culture is a key driver of strategy and that culture
in any organisation can be analysed using the tool known as the ‘cultural
web’. Learners could through case studies or with reference to their own
organisations use the cultural web to analyse the cultural arrangements
in place.
For learning outcome 3, learners should also understand that when an
organisation makes a strategic decision to go international, a series of risks
will emerge. Learners need to be made aware of the key drivers that exist that
encourage organisations to go international. Again case studies can be used to
identify sources of advantage of entering foreign markets and the decision
making process involved associated with market selection and entry.
For learning outcome 4, learners need to understand the importance of strategy
development and the difference between intended and emergent strategies.
Class and small group discussions can help learners identify these various
strategic developments in place in their own organisations. Learners will also
need to understand the importance of organisation structure and the effective
management of resources both physical and human in strategy development.
For learning outcome 5, learners need to understand that when change is
to take place in an organisation, there are various different types of change
situations and that these can be diagnosed using various tools and techniques.
The importance of change management styles and roles also needs to be
examined and this can be successfully delivered through case study material,
information from the learners’ own organisations and relevant guest speakers
who can take learners through the various stages of successful change
management programmes that they may have been involved with.
Assessment
The preferred method of assessment for this unit is to have one full unit
assignment allowing the learner to research aspects of strategic management
in their own organisation or another organisation that will allow them access.
The assignment could if desired, be broken down into 2, 3 or 4 or smaller
assignments. The evidence could be in the form of a presentation or report
covering the five learning outcomes and all the assessment criteria. It is
advisable to teach the learning outcomes in their learning outcome order
(1 to 5) as each learning outcome builds on the knowledge of the previous one.
UNIT BR2: STRATEGIC MANAGEMENT
PD031360 – Edexcel BTEC Level 6 Diploma in Engineering (QCF) units –
Issue 1 – May 2012 © Pearson Education Limited 2012
7
Resources
Books
Asch D and Bowman C – Readings in Strategic Management
(Palgrave Macmillan, 1989) ISBN 978-0333518090
Barney J – Gaining and Sustaining Competitive Advantage (Prentice-Hall, 2007)
ISBN 978-0131355026
Davenport T and Norton D – The Strategy-focused Organization
(Harvard Business School Press, 2000) ISBN 978-1578512508
Cusumano M and Markides C – Strategic Thinking for the Next Economy
(Jossey Bass, 2001) ISBN 978-0787957292
De Wit B and Meyer R – Strategy: Process, Content, Context
(Thomson Learning, 2004) ISBN 978-1405119993
Grant R – Contemporary Strategy Analysis (Blackwell, 2004)
ISBN: 1405119993
Gratton L – Living Strategy: Putting People at the Heart of Corporate Purpose
(Prentice Hall, 2000) ISBN 978-0273650157
Harrison J – Strategic Management: Concepts and Cases (Wiley, 2002)
ISBN 978-047122927
Johnson G, Scholes K and Whittingham R – Exploring Corporate Strategy
(Prentice Hall Ed 8, 2008) ISBN 978-0273711926
Johnson G – Exploring Public Sector Strategy (Prentice Hall, 2000)
ISBN 978-0273646877
Kaplan R and Norton D – The Strategy-Focused Organization: How Balanced
Scorecard Companies Thrive in the New Business Environment (Harvard
Business School Press, 2000) ISBN 978-1578512508
Lynch R – Corporate Strategy (Prentice Hall, 2005) ISBN 978-0273701781
McGee, J, Thomas, H and Wilson D – Strategy: Analysis and Practice
(McGraw-Hill, 2005) ISBN 978-0077107055
Mintzberg H – The Rise and Fall of Strategic Planning (Prentice Hall, 2000)
ISBN 978-0273650379
Mintzberg H, Ahlstrand B and Lampel J – Strategy Safari: A Guided Tour
through the Wilds of Strategic Management (Prentice Hall, 2001)
ISBN 978-0273656364
Pettigrew A, Thomas H and Whittington R – The Handbook of Strategy and
Management (Sage, 2001) ISBN 978-0761958932
Schwartz P – The Art of the Long View (Wiley, 1997) ISBN 978-0471977858
Stacey R – Strategic Management and Organisational Dynamics (Prentice Hall,
2002) ISBN 978-0273658986
UNIT BR2: STRATEGIC MANAGEMENT
PD031360 – Edexcel BTEC Level 6 Diploma specification in Engineering –
Issue 1 – May 2012 © Pearson Education Limited 2012
8
Journals
Academy of Management Journal (Academy of Management)
British Journal of Management (Blackwell)
California Management Review (University of California, Berkeley)
European Management Journal (Elsevier)
Harvard Business Review (Harvard Business School)
Journal of Business Strategy (Blackwell)
Journal of Management Studies (Blackwell)
Long Range Planning (Elsevier)
MIT Sloan Management Review (MIT Sloan School of Management)
Strategic Change (John Wiley & Sons Ltd)
Strategy and Leadership (Emerald)
Websites
www.ft.com Financial Times
www.managers.org.uk Chartered Management Institute
www.sps.org.uk Strategic Planning Society
SEB180512 G:\WORDPROC\LT\PD\BTEC LEVEL 6 DIPLOMAS\ENGINEERING\UNITS\PD031360 UNIT BR 2 STRATEGIC MANAGEMENT.DOC.1-8/0
doc_214749437.pdf