Global Strategy and Sustainability CW3 Summative Assessment Brief | BPP

In the role of a Management Consultant, you are required to design a short PowerPoint Presentation to the CEO of Dyson’s operations on how they can sustain their growth and profitability in the contemporary business environment. The models of Sustainability, CSR and Ethics

discussed on the module will be used.

Strategic Purpose - Sustainability

LO4: Assess and apply suitable frameworks and ideas to formulate and control sustainability for organisations in a global context.

Part A - REPORT

Learning

Outcome:

Fail

(0-39%)

Marginal Fail (40-49%)

Pass

(50-59%)

Merit (60-69%)

Distinction (70-79%)

High Distinction (80-100%)

LO1: Critically analyse the internal and external business environment as sources of competitive advantage to facilitate a global strategy.

Inadequate or Weak knowledge in the analysis of the external and internal environments using appropriate models. A weak understanding of at most, 2 competitive advantages identified in the environmental analysis and did not include how the competitive can be built and maintained

Limited understanding of the external and internal environments of the organisation with major lapses in the use of models needed in all parts of the environment.

There is limited understanding of at most, 2 competitive advantages identified in the environmental analysis and how these competitive advantages can be built and maintained.

Satisfactory Knowledge of the external and internal environments of the organisation using appropriate models to analyse all parts of the environment with limited omissions in some parts.

There are adequate indications of opportunities and threats acknowledged in the external analysis showing some critical analysis and evaluation.

There are adequate indications of how at most 2 competitive advantages identified in the internal analysis are

A good Knowledge of the external and internal environments of the organisation using appropriate models to analyse all parts of the environment with no omissions but some onset critical evaluations of the metrics found in researching for the environment.

There are good indications of opportunities and threats acknowledged in the external analysis showing its effect on business risk. 

There are creative

An excellent knowledge of the external and internal environments of the organisation using appropriate models in analysing these all parts of the environment with no omissions. Some critical analysis of the metrics found in researching the environment.

There is an excellent application of opportunities and threats acknowledged in the external analysis showing its effect on business risk.

There are creative indications of how

An outstanding knowledge of the external and internal environments of the organisation using appropriate models in analysing these all parts of the environment with no omissions. Some critical evaluation of the metrics.

There is an outstanding application of opportunities and threats acknowledged in the external analysis showing its effect on business risk.

There are creative indications of how at most 2 competitive advantages identified in the internal analysis are sustained creatively and with originality.

sustained, showing some critical analysis.

indications of how at most 2 competitive advantages identified in the internal analyses are sustained

creatively

at most 2 competitive advantages identified in the internal analysis are sustained creatively and with some

originality.

LO 2: Critically evaluate both strategic direction and strategic options in complex business environments.

An inadequate or weak analytical knowledge of how the organisation can enter the global market using 3 models. This analysis lacks a prior understanding of the motives which will influence the organisation's entry into the global market.

There is a need for a proper analysis of at most 2 strategic option(s) available to the organisation which influences entry into the global environment with a model.

Limited analytical knowledge of how an organisation can enter the global market using 3 models. The analysis identifies but does not show a proper understanding of the motives for an organisation to enter the global environment. They were identified partially or not explored fully with a model.

There is a limited understanding of at most 2 Strategic Option(s) available for the organisation to use as a bases for entering the Global Environment. It was

A satisfactory analysis of how the organisation can enter the global environment using 3 models. The analysis applies the models well, but some gaps can be bridged. This analysis was based on an analysis of the motives for the organisation to operate globally.

There was a good attempt to also show at most 2 strategic option(s) available for the organisation to use in forming a theoretical basis for the entry strategies analysed.

Good knowledge of how the organisation can enter the global market using 3 models with experience at an intuitive or emotive level gained affectively from experience and with insights based on conscious reflection on the theory of global entry strategies. It is based on the extended reading beyond the course materials, which are referenced to demonstrate wider reading.

Excellent understanding of motives for the organisation entering the global market with some convincing explanation, application and originality to the organisation and environment.

There is an excellent understanding and appropriate level of illustration of at most 2 Strategic Option(s) available for the organisation to use as possible

bases for entering

Outstanding understanding of motives for the organisation entering the global market with convincing explanation, application and originality to the organisation and environment.

There is an excellent understanding and appropriate level of illustration of at most 2 Strategic Option(s) available for the organisation to use as possible bases for entering the Global Environment with the use of a model. A logical and supported approach is used in choosing which strategic Option(s) were chosen.

These leads to an outstanding of how the organisation can enter the global market using 3

not identified appropriately and or not applied with a model.

This is based on a good knowledge of the motives for the organisation entering the global market with some convincing explanation, application and originality to the organisation and environment.

The 3 entry strategies are first based on a good understanding and appropriate level of illustration of the Strategic Option(s) available for the organisation to use as a bases for entering the Global Environment, with the use of a model.

the Global Environment with the use of a model. A logical and supported approach is used in choosing which strategic Option(s) were chosen.

These lead to an Excellent knowledge of how the organisation can enter the global market using 3 models using experience at an intuitive or emotive level gained affectively from experience and with insights based on conscious reflection on the theory of global entry strategies. It shows provides originality based on the

extended reading

models using experience at an intuitive or emotive level gained affectively from ‘experience’ and with insights based on conscious reflection on the theory of global entry strategies. It shows provides originality and critical evaluation based on the extended reading beyond the course materials, which are referenced to demonstrate wider reading.

beyond the course materials, which are referenced to demonstrate wider reading.

LO 3: Evaluate the implications of global strategy to management practice within a business environment.

Inadequate and Weak knowledge and lack of understanding of Corporate Strategy Models which fails to explore and analyse corporate strategy. It shows an inadequate knowledge and omissions in the discussion of corporate strategy to the thoughts and practices related to corporate strategy. There is limited reference to theories in the course materials.

A weak understanding of the use of a model to show how the organisation can increase profitability.

Limited knowledge and lack of understanding of Corporate Strategy Models in exploring and analysing corporate strategy for the organisation. It shows a narrow knowledge and omissions in the discussion of corporate strategy to the thoughts and practices related to corporate strategy.

There is limited reference to theories in the course materials.

A limited knowledge of the use of a model to show how the organisation can increase profitability.

Satisfactory knowledge of different aspects of Corporate Strategy using models.

Explores and analyses the theory of corporate strategy with some originality, detail, and autonomy.

It provides remarks that show an analysis and synthesis of an upgraded and suggested corporate strategies.

It is based on the sufficient use of the course materials to demonstrate understanding.

A satisfactory knowledge of the use of a model to show how the organisation

Good knowledge which critically analyses different aspects of Corporate with Models that show supply chain dynamics.

It shows critical insights into the application of Corporate Strategies, which upgrades those used by the organisation. It makes connections with implications for self and some sense of complexity.

Creates how the organisation can advance its corporate

strategies on

Excellent information and knowledge which deeply explores and critically evaluates the different aspects of Corporate Strategy.

Emerging application of thoughts and practices at the forefront of corporate strategy. Excellent suggestions supported by solid, well-reasoned arguments with clear originality and autonomy, detailing how the corporate strategies can be set out. Based on extensive extended reading, using a

wide range of

Outstanding knowledge which deeply explores and critically evaluates the different aspects of Corporate Strategy.

Emerging application of thoughts and practices at the forefront of corporate strategy.

Outstanding suggestions supported by solid, well- reasoned arguments with clear originality and autonomy, detailing how the corporate strategies can be set out. Based on extensive extended reading, using a wide range of additional academic resources.

There is an outstanding illustration of how the organisation can increase profitability using a model.

can increase profitability

previous entry strategies including wider reading. There is an advanced illustration of how the organisation can increase profitability using a model.

additional academic resources.

There is an outstanding illustration of how the organisation can increase profitability using a model.

Part B - POWERPOINT PRESENTATIO N

LO4: Assess and apply suitable frameworks and ideas to formulate and control sustainability for organisations

Inadequate or weak knowledge and lack of understanding of Sustainability using a model showing an inadequate knowledge and omissions in the discussion of these Strategic Purposes to its thoughts and practices Weak knowledge and lack of understanding of theory(s) for

recommending

Limited knowledge and lack of understanding of Sustainability, using a model in showing an inadequate knowledge and omissions in the discussion of Sustainability related to the organisation and to its thoughts and practices.

Limited knowledge

and lack of

Satisfactory knowledge of different aspects of Sustainability, with a model that explores and analyses the theory with some originality, detail, and autonomy of the organisation.

It provides satisfactory knowledge corrective

remarks with

Good knowledge of different aspects of Sustainability with a model that shows critical insights into the application of Sustainability with some originality, detail, and autonomy on the organisation.

Good knowledge which evaluates

Excellent analysis of different aspects of Corporate Social Responsibility (CSR), of the organisation with a model that deeply explores and critically evaluates the CSR of the organisation’s strategy with some originality, detail, and autonomy

supported by solid,

Outstanding knowledge of an analysis of different aspects of Sustainability, of the organisation with a model that deeply explores and critically evaluates Sustainability with originality, detail, and autonomy of showing critical

insights.

in a global context.

improvements in Sustainability. Personal opinions and no, or limited reference to theories in the course materials is shown.

Weak knowledge and lack of illustration(s) of theory(s) for recommending solutions for the ethical issues.

Inadequate or weak knowledge and lack of understanding of Corporate Social Responsibility using

Carroll’s Pyramid model showing an inadequate knowledge and omissions in the discussion of these Strategic Purposes to its thoughts and practices.

 Weak knowledge and lack of understanding of theory(s) for recommending improvements in Sustainability. Personal opinions and no, or limited reference to theories in

the course materials is

understanding of theory(s) for recommending improvements in Sustainability on the organisation.

 Limited knowledge and lack of understanding of Corporate Social Responsibility using a model, showing an inadequate knowledge and omissions in the discussion related to the organisation and to its thoughts and practices.

 Limited knowledge and lack of understanding of theory(s)/framework(s

) for recommending improvements in CSR of the organisation.

 Limited knowledge and lack of understanding of Ethics using a model

or theories, showing

model(s)/theories or frameworks, that show how the Sustainability of the organisation can be improved based on the sufficient use of the course materials and other literature.

Satisfactory knowledge of an analysis of Corporate Social Responsibility (CSR), with a model that explores and analyses the theory with some originality, detail, and autonomy of the organisation.

It provides satisfactory knowledge corrective remarks with model(s)/theories or frameworks, that show how the CSR of the organisation can improve the shortfalls on the sufficient use of the

different corrective measures with model(s)/theories, that show how the Sustainability of the organisation can be improved based on the sufficient use of the course materials and other literature.

Good knowledge of different aspects of Corporate Social Responsibility (CSR) with a model that shows critical insights into the application of Sustainability with some originality, detail, and autonomy on the organisation.

Good knowledge which evaluates different corrective measures with model(s)/theories, showing how the

CSR of the organisation can be

well-reasoned arguments showing critical insights.

Excellent knowledge which evaluates different corrective measures with model(s)/theories, that shows how CSR of the organisation can be improved by balancing the deficiency with the application of the CSR model.

Excellent knowledge of an of the Ethics, of the organisation with theories that deeply explores and critically evaluates the Ethics of the organisation’s strategy with some originality, detail, and autonomy supported by solid, well-reasoned arguments showing critical insights.

Outstanding knowledge which evaluates different corrective measures with model(s)/theories that shows how Sustainability of the organisation can be improved by balancing the deficiency with the application of the Sustainability model. Sufficient use of the course materials and other literature.

Outstanding analysis of Corporate Social Responsibility (CSR), of the organisation with a model that deeply explores and critically evaluates CSR with originality, detail, and autonomy of showing critical insights.

shown.

Weak knowledge and lack of illustration(s) of theory(s) for recommending solutions for the ethical issues. 

Inadequate or weak knowledge and lack of understanding of Ethics by identifying some ethical dilemmas showing an inadequate knowledge and omissions in the discussion of these Strategic Purposes to its thoughts and practices.

Weak knowledge and lack of understanding of theory(s) for recommending improvements in ethics.

Personal opinions and no, or limited reference to theories in the course materials is shown.

Weak knowledge and lack of illustration(s) of theory(s) for recommending solutions for the ethical issues.

an inadequate knowledge and omissions in the discussion related to the organisation and to its thoughts and practices.

Limited knowledge and lack of understanding of theory(s)/framework(s

) to suggest ways the organisation can correct its ethical issues.

course materials and other literature.

Satisfactory knowledge of ethics, with theories and or frameworks that explores the theory with some originality, detail, and autonomy on the organisation.

It provides satisfactory knowledge corrective remarks with theories and or frameworks, that show how the Ethical issues of the organisation can solve its ethical issues based on the sufficient use of the course materials and other literature.

corrected based on the sufficient use of the course materials and other literature.

Good knowledge of different aspects of Ethical Dilemmas that shows critical insights into the Ethical dilemmas the organisation faces with some originality, detail, and autonomy.

Good knowledge which evaluates different corrective measures with model(s)/theories, showing how the Ethics of the organisation can be corrected based on the sufficient use of the course materials and other literature.

Excellent knowledge which evaluates different corrective measures with model(s)/theories, that shows how Ethics of the organisation can be improved or corrected. Sufficient use of the course materials and other literature.

Outstanding knowledge which evaluates different corrective measures with model(s)/theories that shows how CSR of the organisation can be improved by balancing the deficiency with the application of the CSR model. Sufficient use of the course materials and other literature.

Outstanding knowledge of an analysis of Ethics, of the organisation with theories that deeply explores and critically evaluates the Ethics of the organisation’s strategy with some originality, detail, and autonomy supported by solid, well-reasoned arguments showing

critical insights.

Outstanding knowledge which evaluates different corrective measures with model(s)/theories that shows how Ethics of the organisation can be improved or corrected. Sufficient use of the course

materials and other literature.

Referencing

Weak references with minor or insignificant errors or omissions.

Lacking credibility

Limited use of appropriate references, with minor or insignificant errors.

Satisfactory with precise, full, and appropriate references.

Good with precise, full, and appropriate references of a high standard.

Excellent with precise, full, and appropriate references of near-

publishing standard.

Outstanding with precise, full, and appropriate references of near-

publishing standard.

Research Skills

Inadequate academic/ intellectual skills with some difficulties. Largely imitative and descriptive. Some difficulty with structure and accuracy in expression but developing practical/professional skills.

Limited academic/intellectual skills. Original work with personal reflection and broad evidence-based critique. Solid structure and accuracy in expression.

Practical/professional skills evident.

Satisfactory academic/intellectua l skills. Wholly original work with good reflection and solid, well-reasoned judgements forming from evidence-based critique. Consistent structure and accuracy in

expression.

Good academic/intellectua l skills. Demonstrates intellectual originality and imagination

Excellent academic/intellectua l skills. Demonstrates intellectual originality, integrity, coherence, and imagination.

Outstanding academic/intellectua l skills. Demonstrates intellectual originality, integrity, coherence, creativity and imagination working consistently in the higher cognitive domains to a professional

standard.