Strategic and Operations Management

Aim
The aim of the module is to develop knowledge and understanding of key principles and practices in management, to equip the aspiring Chartered Secretary for both the strategic and operational contexts of the professional role.

Learning outcomes
At the conclusion of this module, the candidate will be able to:

• Understand and apply strategy theory, models and language to contribute to boardroom decision making
• Understand and apply organization theory and best practice in contributing to corporate management.
• Understand and apply leadership theory and best practice in the functional role and leadership of teams.

Learning content

Strategic Management

The nature of strategy. 
Emergent and rational models in strategic management: applications and limitations.  The rational cycle: corporate needs, decision making, implementation, monitoring and review, feedback.

Strategic analysis, choice, and evaluation
Strategy: strategic options for direction, change and growth.
Strategic alliances.
Analytical techniques: portfolio analysis, competitor analysis, value chain analysis, market migration analysis.

The corporate environment
The "Boardroom" strategic role: Mission, ethics and values. 
Stakeholder theory and management.
Social responsibility. 
Environmental factors: the impact of law, regulation, the market, and other “PEST” factors.
Measures of corporate performance: concepts of output and outcome, the “balanced scorecard” and the strategic balance sheet.

Planning and policy. 
The distinction between strategy and policy.
Planning: short, medium and long term. 
Planning techniques: scenario planning, contingency management, resource allocation and planning.
Policymaking and implementation

Corporate Management

Organizational design
Organizational structure and culture: determinants or organizational form, types and characteristics, the management and mobilization of culture, alternative organizational forms. Organisational development: the management of change, business process re-engineering The management of Quality: total quality management and audit approaches, benchmarking.

Managing Operations
Supply chain management and logistics.
Cycle time reduction.  Just in Time and Manufacturing Resource Planning techniques. 

Knowledge and information management
Information systems strategy
Knowledge management.

Corporate communication
Personal communication.
Networking, cascading and team briefing.
The use of communications technology: the Internet and Intranets
Communication change.

Team Leadership

Individual behaviour
Concepts of satisfaction, morale and motivation.
Implications if changing work patterns, empowerment.

Leading teams
Leadership, authority and responsibility.
Emotional intelligence
Groups and teams.
Techniques in team building. 
Project management.
Self-directed and cross-functional teams.

Managing performance
Appraisal and measurement (organization, team and individual), enhancing the performance of teams and individuals. 
Human capital management: ideas and practice.