uk level 7 in strategic management
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UK LEVEL 7 IN
Business & Strategic Management Make Your Learning Count!!!
Do you: • want the skills and qualifica1ons that
employers are looking for? • wan t t o g a i n a v o c a 1 o n a l
qualifica1on at your own pace, in a way that suits you?
• want to put what you’ve already learnt towards a qualifica1on?
If so, read on — this leaflet is for you.
Let’s meet Hung: Hung has been working at a local company for a few years, and has completed the in-‐house training scheme. He’s now thinking about changing t rack and do ing a bus iness qualifica1on, but he’s worried he can’t follow through the program. And he can’t commit to studying full 1me — he has a family to support and can’t take the 1me off work. That’s not a problem in the program QCF (QualificaHons and Credit Framework) — it’s a flexible framework, where qualifica1ons are made up of smaller steps of learning, called units. Hung can complete units as and when it suits him, fiHng them around his home and work schedule. These units can then build up into a whole qualifica1on.
What’s the Program Framework? The program recognises small steps of learning in ATHE system and enables you to build up your learning at your own pace and put them towards a full qualifi ca1on. You can bank all your achievements over 1me so you don’t have to study anything you already know. And all your learning will be stored in your own personal learning record that you can build up as you progress.
Key features of the qualificaHons include: • Core units that are common to different sectors offering the opportunity for
learners to move between sectors or delay decisions as to which area to specialise in.
• Small qualifica1ons that can be used for professional development for those in employment or for learners who do not have the 1me to undertake a full 1me programme.
• Flexible methods of assessment allowing tutors to select the most appropriate methods for their learners.
Entry Requirements: • These qualifica1ons are designed for learners who are typically aged 19 and
above. Study modes: Each module contains: • 30 hours onsite learning (evening or weekend) with 100% foreign teachers • 30 hours self-‐learning and assignment
Investment: Weekday evening class: • 10,000,000 VND/ module • Or 64,000,000 VND/ 8 modules (save 16,000,000 VND) Including: • E-‐portal learning system • Ebooks
Dine and Learn (Weekend class): • 11,500,000 VND/ module • Or 76,000,000 VND/8 modules (save 16,000,000 VND) Including • 24/7 assistant for learning, assignment. • Meal & drink for each onsite studying • Reference books • E-‐portal learning system
ATHE QCF QualificaHons at Level 7
Module 1: Organiza1onal Behavior
Module 2: Global Business Strategy
Module 3: Strategic Resource Management
Module 4: Finance for Strategic Managers
Module 5: Research for Senior Managers
Module 6: Human Resources Management
Module 7: Programme Leadership
Module 8: Strategic Marke1ng
Top up
One research module
One thesis
To be done in Vietnam with flexible schedule
To be done onsite or distance learning in US/UK/Malaysia
Total investment: 64,000,000 VND ~ 2,850 USD
Total investment 2,000 USD – 5,400 USD
Total investment for a foreign Masters at only 4,850 USD
Progression: On successful comple1on of a Level 7 qualifica1on in Management there are a number of progression opportuni1es. A Top-‐up cer1ficate allows you to do exactly what its name suggests: to top-‐up your qualifica1on to an honours degree or an MBA, for instants: United Kingdom:
MA of Leadership -‐ Anglia Ruskin University -‐ 6 months -‐ £2,500
MBA -‐ Cardiff Metropolitan University – 6 months -‐ £3,750
MBA -‐ University of Gloucestershire – 4 months -‐ £4,000
United State:
MBA – America Technology and Management University – 4 months -‐ $3,000
Malaysia:
ExecuHve MBA – Asia e University – 4 months -‐ $2,000
MEET OUR FACULTIES
MarHn Nielsen achieved Master degree in Interna1onal Business at University of Aarhus in 1998. Akerward, he became a Key Account Manager at Columbus IT Partner, the largest Microsok business solu1on dealer in Denmark. Since 2000, he has been CEO, chairman and board member in a number of different companies. He has numerous experience in developing of interna1onal strategies, including Denmark, UK, Egypt, Bangladesh, Malaysia and Vietnam. Besides that, he also teaches at University of Aarhus in European Union Issues, AEU in MBA program.
Dr. Mohammad Adam Bakar achieved his PhD in Manchester Business School in United Kingdom in 1991 and Master of Opera1onal Research and Systems Analysis in University of Aston (UK) in 1982. With his proving educa1on records and experience, he has been professor at School of Business, City University College of Science & Technology, Asia E University, School of Business and Economics in UMS. In addi1on, he performs as Ac1ng Vice Chancellor and Deputy Vice Chancellor (Academic) at City University College of Science & Technology
MEET OUR FACULTIES
Lawrence H. (Larry) Rubly is a career educator and interna1onal training program developer with two Masters Degrees in Linguis1cs and an MBA in Marke1ng and Finance. He has been an industry prac11oner since 1974 and adjunct professor at Oakton Community College since 1983. On comple1ng military service as a Linguist in Germany, he joined Telemedia, Inc.. At the company, he created a helicopter-‐specific pre-‐technical EFL program. As Contracts Manager for EG&G/InterTech, he provided management support to the US Navy under a Foreign Military Sales case. Mr. Rubly’s governance work includes Chairmanship of the Board of Directors of Heartland Interna1onal, a Chicago-‐based NGO, dedicated to promo1ng universal civil society; Membership of the Board of Directors of The Cradle, the oldest adop1on agency in the US and Chairmanship of the Board Commioee for Adop1on Learning Partners, the online and onsite training arm of The Cradle and Membership of the Board of Directors of Study Illinois, a not-‐for-‐profit consor1um of Illinois colleges & universi1es, dedicated to bringing interna1onal students to Illinois post-‐secondary ins1tu1ons.
UK level 7 qualificaHon -‐ OrganisaHonal Behaviour
Aims: • To explore the importance of different forms of organiza1onal behaviours in
organisa1onal effec1veness and efficiency. • To understand the importance of organisa1onal structure, culture, • mo1va1on, crea1vity and leadership Learning hours: 60 hours Credit value: 15 credits Learning Outcomes: Understand effec=ve leadership behaviour theory and prac=ce • Evaluate leadership theories • Evaluate the impact of managerial styles on organisa1onal effec1veness • Analyse how mo1va1onal theory can inform employee mo1va1on • Analyse theories rela1ng to work rela1onships and interac1on Understand how organisa=onal structures and culture impact on the effec=veness of the organisa=on • Analyse the characteris1cs of different organisa1onal structures • Evaluate the importance of organisa1onal culture theory in developing
organisa1onal effec1veness • Analyse the culture and structure of one organisa1onand evaluate how they
impact on its effec1veness Understand how the organisa=on can improve employee effec=veness to respond to business opportuni=es • Analyse how organisa1on can facilitate innova1on and crea1vity • Assess the importance of learning in organisa1ons • Evaluate the effec1veness of team working • Analyse the effec1ve management of change in organisa1ons Understand organisa=onal decision making • Analyse approaches to organisa1onal decision making • Assess approaches to risk and uncertainty in decision making • Evaluate the effec1veness of organisa1onal decisions in a specific organiza1on
UK level 7 qualificaHon -‐ OrganisaHonal Behaviour
IndicaHve Content Understand effec=ve leadership behaviour theory and prac=ce • Leadership versus management • Leadership theory • Managerial styles • Mo1va1onal theory • Working rela1onships and interac1on Understand how organisa=onal structures and culture impact on the effec=veness of the organisa=on • Organisa1onal structure • Organisa1onal culture • How structure and culture impact on effec1veness • Leader as a change agent Understand how the organisa=on can improve employee effec=veness to respond to business opportuni=es • Innova1on and crea1vity • Organisa1onal learning • Measuring performance • Managing change Understand organisa=onal decision making • Decision making approaches • Risk and uncertainty • Effec1veness of decision making
UK level 7 qualificaHon -‐ Global Business Strategy
Aims: • To explore the strategic responses of organisa1ons to the rapidly changing global
business environment. • To understand the strategies and processes used to manage interna1onal
businesses in differing geographical and cultural situa1ons. • To understand the importance of managing within a framework of corporate
social responsibility. Learning hours: 60 hours Credit value: 15 credits Learning Outcomes: Be able to analyse the interna=onal business environment • Review and assess suitable techniques to analyse the business environment • Analyse the micro environment of a business • Analyse the macro environment of a business • Analyse how the interna1onal business environment impacts on an organiza1on Understand the impact of globalisa=on on business organisa=ons • Analyse the extent of globalisa1on on organisa1ons • Assess the benefits, opportuni1es and challenges of globalisa1on for an
organisa1on • Analyse the structures of different organisa1ons opera1ng in interna1onal
markets • Cri1cally evaluate the interna1onal opera1ons of an organisa1on Understand the importance and nature of Corporate Social Responsibility • Analyse the moral and ethical ques1ons facing organisa1ons in an interna1onal
environment • Analyse the conflicts between corporate strategy and ethical and social
responsibili1es • Iden1fy legisla1on, regula1on and guidance rela1ng to corporate social
responsibility
UK level 7 qualificaHon -‐ Global Business Strategy
IndicaHve Content Be able to analyse the interna=onal business environment • Analysis techniques • Micro-‐environment • Macro-‐environment • Interna1onal business environment, culture, CSR, poli1cs, environmental issues,
globaliza1on Understand the impact of globalisa=on on business organisa=ons • History • Extent of globaliza1on • Effects of globaliza1on • Structures • Opera1ons
Understand the importance and nature of Corporate Social Responsibility • Moral and ethical ques1ons • Conflicts • Legisla1on
UK level 7 qualificaHon -‐ Strategic Resource Management
Aims: • To explore the mechanisms for managing resources to achieve the business objec1ves of
organisa1ons. To understand the roles and strategies used in acquiring, managing, and developing human, physical and technological resources.
• To understand the importance of marke1ng in achieving business aims and objec1ves, and the roles, strategies and processes used to manage the marke1ng func1on
Learning hours: 60 hours Credit value: 15 credits Learning Outcomes: Understand the role of human resource management in suppor=ng business strategy • Inves1gate how physical resource management contributes to the achievement of
organisa1onal objec1ves • Cri1cally evaluate the role of physical resource management within an organisa1on • Systema1cally appraise the processes that an organisa1on uses to plan its physical
requirements Know how to develop human resources in organisa=ons • Evaluate the recruitment and reten1on strategies used in an organisa1on • Cri1cally assess the techniques that are used for employee development in an
organisa1on • Evaluate the contribu1on of human resource development techniques in ensuring
employee engagement • Systema1cally analyse the effec1veness of human resource management strategies in
suppor1ng organisa1onal strategy Understand the role of physical resource management in suppor=ng business strategy • Inves1gate how physical resource management contributes to the achievement of
organisa1onal objec1ves • Cri1cally evaluate the role of physical resource management within an organisa1on • Systema1cally appraise the processes that an organisa1on uses to plan its physical
requirements Understand the role of marke=ng in suppor=ng business strategy • Inves1gate how marke1ng ac1vi1es contribute to the achievement of organisa1onal
objec1ves • Cri1cally evaluate the role of marke1ng opera1ons within an organisa1on • Systema1cally appraise the processes that an organisa1on uses to develop its markets
UK level 7 qualificaHon -‐ Strategic Resource Management
Understand the role of informa=on systems management in suppor=ng business strategy • Inves1gate how informa1on systems management contributes to the achievement of
organisa1onal objec1ves • Cri1cally evaluate the role of informa1on systems management within an organisa1on • Systema1cally appraise the processes that an organisa1on uses to plan its informa1on
systems requirements IndicaHve Content Understand the role of human resource management in suppor=ng business strategy • Organisa1onal forms; defini1on and characteris1cs of HR management approach; role of
HR management func1on • Strategic HR management • HR models, models of HR management roles • Key HR management ac1vi1es: employee engagement, performance management,
building organisa1onal capabili1es, organisa1onal learning, policies and procedures Know how to develop human resources in organisa=ons • Recruitment metrics and return on investment • Monitoring and evalua1ng recruitment and reten1on • Bonus and remunera1on policy; • Employee and group performance metrics; skills audits, training needs analysis, training,
job design, and employment law, HR evalua1on, enablement of learning Understand the role of physical resource management in suppor=ng business strategy • Iden1fying and evalua1ng physical assets/investments, assessing return on investment,
assets control, • Logis1cs, security, opera1onal performance and evalua1on, outsourcing, resource
alloca1on, physical resource op1misa1on Understand the role of marke=ng in suppor=ng business strategy • External and internal environmental analysis • Strategic marke1ng objec1ves, role of marke1ng and marke1ng plan, cross-‐func1onal
interac1on of marke1ng, • Marke1ng audit; marke1ng metrics and measuring marke1ng performance Understand the role of informa=on systems management in suppor=ng business strategy • Iden1fying business and informa1on processes, evalua1ng IT investment, IT strategy,
benchmarking, IT spending, DCF, outsourcing, • Knowledge management, managing change, crowd-‐sourcing, evalua1ng new
technologies
UK level 7 qualificaHon -‐ Finance for Strategic Managers
Aims: • To develop financial skills required to understand and analyse financial
informa1on and to manage finance at a strategic level within a business. • To understand the different business structures and financial repor1ng
requirements. Learning hours: 60 hours Credit value: 15 credits Learning Outcomes: Understand the role of financial informa=on in business strategy • Assess the need for financial informa1on in business • Iden1fy the risks related to financial and business decisions • Summarise financial informa1on required in strategic business decision making Be able to analyse published financial statements for strategic decision making purposes • Explain the purpose, structure and content of published accounts • Interpret financial informa1on in published accounts • Calculate financial ra1os from published accounts to support strategic business
decision-‐making Understand how businesses assess and finance non-‐current assets, investments and working capital • Differen1ate between long and short-‐term finance requirements for businesses • Compare the sources of long and short-‐term finance for businesses • Assess the importance of managing cash flow and examine cash flow
management techniques • Evaluate methods for appraising strategic capital or investment projects
Understand different ownership structures and how they influence and measure financial performance • Analyse the corporate governance, legal and regulatory requirements of
different business ownership structures • Compare and contrast the accountability for and roles of owners and managers
in decision making for different business ownership structures
UK level 7 qualificaHon -‐ Finance for Strategic Managers
IndicaHve Content Understand the role of financial informa=on in business strategy • Need for financial informa1on • Business risks • Financial informa1on Be able to analyse published financial statements for strategic decision making purposes • Published accounts • Interpreta1on • Ra1os and how to interpret them Understand how businesses assess and finance non-‐current assets, investments and working capital • Long and short-‐term finance • Sources of finance • Cash flow management • Investment appraisal techniques Understand different ownership structures and how they influence and measure financial performance • Ownership structures • Accountability and roles
UK level 7 qualificaHon -‐ Research for Senior Managers
Aims: • To develop the skills required to carry out strategic level research on a par1cular
issue and analyse and report the results of the research. Learning hours: 60 hours Credit value: 15 credits Learning Outcomes: Be able to develop an appropriate research ques=on for a business research project • Iden1fy a suitable area of research • Explain the aim, scope and objec1ves of the project • Establish success criteria for the research • Develop a detailed research ques1on • Jus1fy the choice of research ques1on Be able to develop a research proposal • Evaluate research techniques to assess their suitability for the project • Select suitable research techniques • Develop a detailed research proposal Be able to undertake a literature review • Iden1fy sources of informa1on and literature relevant to the research ques1on • Cri1cally review literature to inform the development of the research proposal
or the research project • Record and report literature review in an appropriate format for the project Be able to use data and informa=on collec=on and analysis techniques • Collect and analyse data and informa1on toinform research • Synthesise data and informa1on to support results and conclusions of research
Be able to present research with conclusions and make recommenda=ons based on research carried out • Summarise findings of research project • Draw conclusions and iden1fy any recommenda1ons from research findings • Present research in a suitable format
UK level 7 qualificaHon -‐ Research for Senior Managers
IndicaHve Content Be able to develop an appropriate research ques=on for a business research project • Research areas • Aims, scope and objec1ves • Success criteria • Research ques1on • Jus1fica1on Be able to develop a research proposal • Research techniques • Selec1on • Proposal Be able to undertake a literature review • Sources • Review of literature • Recording and repor1ng Be able to use data and informa=on collec=on and analysis techniques • Collec1ng and analysing data and informa1on • Synthesising data Be able to present research with conclusions and make recommenda=ons based on research carried out • Summarise findings • Conclusions and recommenda1ons • Present research
UK level 7 qualificaHon -‐ Human Resource Management
Aims: • To develop skills and knowledge in the field of human resource management
strategy. • To look at contemporary issues which affect human resource strategy within
organisa1ons Learning hours: 60 hours Credit value: 15 credits Learning Outcomes: Understand the role and importance of human resource management in achieving organisa=onal effec=veness • Define strategic human resource management • Explain the importance of human resource management in organisa1ons • Analyse the framework of strategic human resource management Understand the formula=on and implementa=on of human resource strategies • Analyse the strategic human resource process • Assess the roles in strategic human resource management • Analyse the development and implementa1on of human resource strategies Be able to assess a range of HR strategies that may be implemented within an organisa=on • Iden1fy a range of HR strategies for an organisa1on • Assess HR strategies and their applica1on in an organisa1on Understand contemporary issues affec=ng strategic human resource management • Iden1fy contemporary issues affec1ng strategic human resource management • Analyse contemporary issues affec1ng strategic human resource management
UK level 7 qualificaHon -‐ Human Resource Management
IndicaHve Content Understand the role and importance of human resource management in achieving organisa=onal effec=veness • Defini1ons and models of strategic HR management; fundamentals and
characteris1cs of strategic HR management; types of strategies • Importance: Legal requirements, contribu1on to the organisa1on; fit with
corporate strategy; human capital management; improving organisa1onal performance through strategic HR management; alignment of HR, corporate strategy
• Framework
Understand the formula=on and implementa=on of human resource strategies • Process: SeHng strategic direc1on, long term versus short term, organisa1onal
design, audits, designing the management system, planning total workforce/demand forecas1ng, genera1ng required human resource, developing people and performance/reward management systems, assessing organisa1onal competence and performance/development strategies
• Roles: Role of top management/Board of Directors, stakeholders, strategic HR role of front-‐line management, HR Func1on, HR specialists/consultants
• Development and implementa1on: Conduc1ng a strategic review, seHng out the strategic HR plan, implemen1ng HR strategies
Be able to assess a range of HR strategies that may be implemented within an organisa=on • Range of strategies: Strategies for improving organisa1onal performance, talent
management; succession planning; resourcing strategies; learning and development strategies; performance management; reward strategy; ;employee rela1ons strategy applica1on
Understand contemporary issues affec=ng strategic human resource management • Contemporary issues should be iden1fied and analysed to assess their impact on
human resource management.
UK level 7 qualificaHon -‐ Programme Leadership
Aims: • To develop the skills to be able to plan and lead a programme of related projects
and cri1cally evaluate the programme. Learning hours: 60 hours Credit value: 15 credits Learning Outcomes: Be able to plan and agree a programme of related projects that support the strategic plans of an organisa=on • Analyse business strategy to iden1fy programme objec1ves and benefits • Nego1ate with iden1fied stakeholders to establish a range of projects to deliver
programme benefits • Plan and agree programme with programme management group Be able to lead a programme of related projects • Lead the co-‐ordina1on of projects within a programme • Manage programme resources to achieve project and programme objec1ves • Review and monitor projects and address any issues that arise • Report programme progress and results to stakeholders • Close down projects and programme Be able to evaluate a programme of related projects • Assess the success of projects with project managers • Review the success of the programme in delivering benefits and mee1ng
objec1ves • Analyse areas for future improvement in programme management and
leadership
UK level 7 qualificaHon -‐ Programme Leadership
IndicaHve Content Be able to plan and agree a programme of related projects that support the strategic plans of an organisa=on • Iden1fying programmes • Establishing the programme • Planning and agreeing programme • Project planning Be able to lead a programme of related projects • Co-‐ordina1on • Resources • Review and monitoring • Stakeholder repor1ng Be able to evaluate a programme of related projects • Project evalua1on • Programme evalua1on • Future improvementss
UK level 7 qualificaHon -‐ Strategic MarkeHng
Aims: • To understand how corporate strategy informs marke1ng strategy. • To understand how to carry out strategic market analysis and how to implement
a marke1ng strategy Learning hours: 60 hours Credit value: 15 credits Learning Outcomes: Understand the principles of strategic marke=ng • Assess the role of strategic marke1ng in anorganisa1on • Analyse the rela1onship between corporate strategy and marke1ng strategy • Analyse how marke1ng strategy is developed Understand how to carry out strategic marke=ng analysis • Evaluate approaches to internal environmental analysis • Evaluate approaches to external environmental analysis • Explain how internal and external analyses are integrated Analyse strategic marke=ng decisions and choices • Analyse decisions and choices to be made at a corporate level • Assess how these decisions influence marke1ng at business unit and func1onal
level • Analyse approaches to compe11ve posi1oning of organisa1ons Understand how a range of marke=ng strategies can be implemented to contribute to compe==ve advantage • Iden1fy a range of strategies that can contribute to compe11ve advantage • Analyse marke1ng communica1ons strategies • Analyse marke1ng strategies, their applica1on and implementa1on for an
organisa1on
UK level 7 qualificaHon -‐ Strategic MarkeHng
IndicaHve Content Understand the principles of strategic marke=ng • Role of marke1ng strategy • Corporate strategy and marke1ng strategy • Developing a marke1ng strategy Understand how to carry out strategic marke=ng analysis • Internal analysis -‐approaches • External analysis • Integra1on Analyse strategic marke=ng decisions and choices • Corporate decisions • Business unit and func1onal level • Compe11ve posi1oning Understand how a range of marke=ng strategies can be implemented to contribute to compe==ve advantage • Marke1ng strategies • Communica1ons • Applica1on
TesHmonials
Modern program combine online technique with face to face training, class is friendly with a lot of ac1vi1es as presenta1on, playing role, group work … which help students be interested in joining. The most advantage of this MBA program is you can both learn modern theories and apply your knowledge into your real job, then you can get both MBA degree and gain more experience for yourselves with an acceptable fee.
Uyen Nguyen
“I have par1cipated in the during the past about 2 years and seen the huge development in my skills. I believe the teaching methods and faculty mixed between Asian´s and European´s have helped me a lot.”
Phan Cong Tuan
“I love the teaching Methodology of IBAS, which is something I have never seen back home in my country. A quite impressive method of teaching with the feeling of direct prac1ce rather than too much theory as compared to the teaching method back home, hence the saying `` PRACTICE MAKES PERFECT” is just exactly the principle base of teaching in IBAS , very Professional, and with Highly qualified Lecturers composed of Doctors and professors coming from countries all over the world, giving us wider and diversified Skills as well as permiHng us to share together our different cultures between us students, and between students and lectures, which makes the fun and a lovely teaching and learning environment.”
Chi Cho Mandela
Contact person: SSBT educaHon Jenny Ng (Vietnamese & English) 0978 939 396 [email protected] 212/170/70A Hoang Sa Street, Tan Dinh Ward, District 1, Ho Chi Minh City hop://ssbt.edu.vn