Domain Academy

Post Graduate Diploma in Business Administration

Phase 1

Strategic Change Management (10 ECTS Credits)

Leaders and managers at all levels of an organization have important roles to play in delivering organizational change. Building on an understanding and appreciation of contemporary and seminal theories, concepts, and models, learners will examine the role of leaders and managers as strategic agents for change where context, change types, and change choices are key considerations.

Learners will explore different perspectives on strategic change where an appreciation of the relationships between organizational culture, power and internal politics, and organizational learning. Understanding these different perspectives will enable learners to explore, in greater depth, how strategic change management is applied in practice.

Once learners are able to examine the internal and external environments of organizations and how these influence organizational change, they will be in a position to design a change transition strategy where the conditions for change are effectively enabled. People can be both champions of, and resistors to change. As such, how they are managed is key to the success or otherwise of a change initiative.

Learners will explore the role of leaders, managers, and the human resources team as tools to engage with employees and establish the conditions that will facilitate a successful change and deliver required performance outcomes.

Strategic Change Management (10 ECTS Credits)

Leaders and managers at all levels of an organization have important roles to play in delivering organizational change. Building on an understanding and appreciation of contemporary and seminal theories, concepts, and models, learners will examine the role of leaders and managers as strategic agents for change where context, change types, and change choices are key considerations.

Learners will explore different perspectives on strategic change where an appreciation of the relationships between organizational culture, power and internal politics, and organizational learning. Understanding these different perspectives will enable learners to explore, in greater depth, how strategic change management is applied in practice.

Once learners are able to examine the internal and external environments of organizations and how these influence organizational change, they will be in a position to design a change transition strategy where the conditions for change are effectively enabled. People can be both champions of, and resistors to change. As such, how they are managed is key to the success or otherwise of a change initiative.

Learners will explore the role of leaders, managers, and the human resources team as tools to engage with employees and establish the conditions that will facilitate a successful change and deliver required performance outcomes.

Strategic Marketing Management (10 ECTS Credits)

Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large. Marketing is therefore a critical organisational function. An organisation’s strategic position, and the positioning of its products and services, depend on creating and implementing intelligent and well-informed strategic marketing plans.

Marketing management seeks to get the business to produce what the customer wants and align all marketing activities to meet customer needs. This unit explores the role of marketing management in setting marketing goals, applying business models to establish a marketing strategy, and utilizing marketing instruments that contribute towards an organizational approach to marketing.

In order to remain competitive, it is important that organizations focus on establishing, developing, and adjusting their strategic marketing plans.

A strategic marketing strategy combines product development, promotion, distribution, pricing, relationship management, and other elements of marketing. The strategy identifies an organization’s strategic marketing goals and explains how they will be achieved within a designated timeframe.

Learners will investigate how marketing plans are designed to contribute toward an organization’s mission and strategic objectives. They will consider the management decisions that have to be taken when implementing different elements of the marketing mix (product, price, people, and place) and how marketing plans can be monitored and controlled to maximize the benefits to the organization and its stakeholders.

Financial Principles and Techniques for the Strategic Manager (10 ECTS Credits)

The goal of the strategy is to place an organization in a sustainable position supported by adequate resources. One of the key functions of strategic managers is to make long-term decisions that will contribute towards the achievement of an organization’s strategic objectives. Strategic managers rely on both quantitative and qualitative management information to ensure that the decisions they make are robust and take into account the potential benefits and risks to the organization.

Strategic decision-makers will have acquired specialist skills and knowledge that will be linked to organizational functions. A team of strategic managers, therefore, could include specialists in areas such as finance, marketing, human resources, and digital technology.

Strategic leaders will need to understand, interpret, and make use of financial data and other information, whatever their specialist skills and knowledge area. Financial data is processed as part of an organization’s management information system (MIS). Strategic managers need to be able to apply financial techniques and tools to analyze the organization’s management information and to make firm decisions for different organizational reasons.

This unit focuses on the financial data and management information that strategic managers use when making financial decisions. These decisions will be about the planning and allocation of resources based on the financial models and financial statements prepared and presented by the organization’s management accountants and financial accountants.

Successful completion of this unit will enable learners to analyze these financial models and financial statements to assess and evaluate an organization’s financial performance, determine the reasons for underperformance, and set challenging financial performance targets in relation to revenue, costs, liquidity, financial returns, efficiency, and overall profitability. Achievement of these targets will enable an organization to improve its position in a competitive market and meet the needs and interests of its stakeholders.

Assessment

A range of assessments, commensurate with level 7 requirements has been devised and the programs operate within the University’s Regulatory Framework and conform to its regulations on assessment. A flexible approach has been taken in developing the assessment strategy, to allow for the diverse nature of the student cohorts as well as the different learning preferences of individual students. Additionally, requirements of the Chartered Management Institute have been taken into consideration so that students’ employability is enhanced and those who wish to gain relevant affiliation/recognition are assisted in doing so.

Formative assessment will be provided across the breadth of modules to provide students with a structured learning approach, as well as feedback opportunities. The process may include self-assessment, peer review, and tutor feedback, and come from exercises based on, for example, inquiry-based learning and problem-based learning activities. Summative assessment will aid students in developing Master’s levels in knowledge, skills, and personal development. Over the course of a program, students will experience different assessment methods which may include computer-aided tests, research projects, work-based reports, case study analysis, patchwork assessment, and reflective reports.

In all cases, assessment is directly related to either a student’s personal development or in applying solutions to their own organizations or case study organizations. In all programs, the final assessment at the Master’s level will normally be a major piece of independent research and application. This challenges students to demonstrate a wide range of knowledge and skills.

Teaching, Learning, and Assessment Procedures

This program offers both variety and flexibility, ensuring that the learning and assessment activities are relevant and of value for future progression. Throughout this program learners are continuously and actively involved in all teaching methods including;

• Lectures
• Hands-on activities
• Seminar
• Workshops
• Enquiry-based learning

Lectures and other teaching methods are delivered interactively, with discussion sessions and tutorials in the form of hands-on and problem-solving activities building on the relevant academic study skills including concepts and practices.

These activities help learners to use different research and online tools. Learners are asked to reflect on the tools and activities, inviting discussions with regard to their own knowledge and skill and adapting these tools to their current situations and contexts. Feedback is given where appropriate throughout the course.

Learners are also introduced to appropriate websites and other related material for further development of their knowledge and skills.

Grading System

Learners who achieve the minimum eligible credit value specified by the rule of combination will achieve the qualification at a passing grade. In BTEC Level 7 Professional qualifications, each unit has a credit value that specifies the number of credits that will be awarded to a learner who has achieved the learning outcomes of the unit. This has been based on:

• one credit for those learning outcomes achievable in 10 hours of learning time
• learning time is defined as the time taken by learners at the level of the unit, on average, to complete the learning outcomes of the unit to the standard determined by the assessment criteria
• the credit value of the unit remains constant regardless of the method of assessment used or the qualification to which it contributes.

Skills you will learn

• Strategic awareness and thinking
• Confident leadership
• Presenting logical and relevant arguments
• Critical evaluation
• Innovation and the confidence to challenge traditional ways of thinking

Areas you will study

• Strategic leadership and management
• Strategic change management
• Strategic marketing management
• Financial principles and techniques for the Strategic Manager

The purpose of this degree and the defined pathways are:

• The advanced study of organizations, their management, and the changing external context in which they operate
• Preparation for and/or development of a career in business and management by developing skills at a professional level, or as preparation for research or further study in the area. This includes the development of positive and critical attitudes towards leadership, change, and enterprise, so as to reflect the dynamism and vibrancy of the business and management environment
• Development of the ability to apply knowledge and understanding of business and management to complex issues, both systematically and creatively, to improve business and management practice, including within an international context
• Development and enhancement of a range of general transferable skills and attributes, which, while being highly appropriate to a career in business, are not restricted to this
• Development of lifelong learning skills, including engendering an enthusiasm for business and for learning more generally as part of continuing personal and professional development.

It is designed for a new generation of ambitious business professionals and graduates with an international outlook.

‍Target Audience:

• 21+