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Talk to an Expert| Category | Assignment | Subject | Strategic Management and Leadership |
|---|---|---|---|
| University | Module Title | OTHM Level 7 Diploma in Strategic Management and Leadership |
QUALIFICATION OBJECTIVES
QUALITY, STANDARDS AND RECOGNITIONS
REGULATORY INFORMATION
EQUIVALENCES
QUALIFICATION STRUCTURE
DEFINITIONS
ENTRY REQUIREMENTS
PROGRESSION
DELIVERY OF OTHM QUALIFICATIONS
ASSESSMENT AND VERIFICATION
OPPORTUNITIES FOR LEARNERS TO PASS
RECOGNITION OF PRIOR LEARNING AND ACHIEVEMENT
EQUALITY AND DIVERSITY
UNIT SPECIFICATIONS
STRATEGIC MANAGEMENT
STRATEGIC LEADERSHIP
STRATEGIC HUMAN RESOURCE MANAGEMENT
ADVANCED BUSINESS RESEARCH METHODS
STRATEGIC FINANCIAL MANAGEMENT
SUPPLY CHAIN AND OPERATIONS MANAGEMENT
ENTREPRENEURSHIP AND INNOVATION
GLOBALISATION AND CORPORATE GOVERNANCE
STRATEGIC CHANGE MANAGEMENT
STRATEGIC MARKETING
IMPORTANT NOTE
Get Complete OTHM Level 7 Diploma in Strategic Management and Leadership Assignment Answer Help
Hire Assignment HelperThe objective of the OTHM Level 7 Diploma in Strategic Management and Leadership qualification is to develop strategic management and leadership skills for managers who have the authority and personal attributes to translate organisational strategy into effective operational performance. This qualification reflects current practice in Strategic Management and Leadership and allows learners to develop and expand their high-level understanding of strategic management and leadership in the workplace. This qualification is suitable for mature learners with a background in academic study or industry. The qualification has a clear work-related emphasis on practical skills development alongside theoretical fundamentals.
Successful completion of the Level 7 Diploma in Strategic Management and Leadership qualification will equip learners with the key skills and capabilities to become an effective strategic manager. The qualification also allows learners to progress into or within employment and/or continue their study towards an MBA with advanced standing.
OTHM qualifications are approved and regulated by Ofqual (Office of Qualifications and Examinations Regulation). Visit the register of Regulated Qualifications.
OTHM has progression arrangement with many UK and overseas universities that acknowledges the ability of learners after studying Level 3-7 qualifications to be considered for advanced entry into corresponding degree year/top-up and Master’s/top-up programmes
The OTHM Level 7 Diploma in Strategic Management and Leadership consists of 4 mandatory units and 2 optional units, making a combined total of 120 credits, 1200 hours Total Qualification Time (TQT) and 600 Guided Learning Hours (GLH) for the completed qualification.
To achieve the OTHM Level 7 Diploma in Strategic Management and Leadership, learners must achieve a minimum of 120 credits; 80 credits must be achieved from the mandatory units in Group A, plus a minimum of 40 credits from the optional units in Group B.
| Unit Ref. No. | Group A Mandatory Units | Credit | GLH | TQT |
| A/616/2724 | Strategic Management | 20 | 100 | 200 |
| R/617/5012 | Strategic Leadership | 20 | 100 | 200 |
| F/616/2725 | Strategic Human Resource Management | 20 | 100 | 200 |
| J/616/2726 | Advanced Business Research Methods | 20 | 100 | 200 |
OTHM do not specify the mode of delivery for its qualifications, therefore OTHM Centres are free to deliver this qualification using any mode of delivery that meets the needs of their Learners. However, OTHM Centres should consider the Learners’ complete learning experience when designing the delivery of programmes.
OTHM Centres must ensure that the chosen mode of delivery does not unlawfully or unfairly discriminate, whether directly or indirectly, and that equality of opportunity is promoted. Where it is reasonable and practicable to do so, it will take steps to address identified inequalities or barriers that may arise.
Guided Learning Hours (GLH) which are listed in each unit gives the Centres the number of hours of teacher-supervised or direct study time likely to be required to teach that unit.
All units within this qualification are internally assessed by the centre and externally verified by OTHM. The qualifications are criterion referenced, based on the achievement of all the specified learning outcomes.
To achieve a ‘pass’ for a unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the standards specified by all assessment criteria. Judgement that the learners have successfully fulfilled the assessment criteria is made by the Assessor.
The Assessor should provide an audit trail showing how the judgement of the learners’ overall achievement has been arrived at.
Specific assessment guidance and relevant marking criteria for each unit are made available in the Assignment Brief document. These are made available to centres immediately after registration of one or more learners.
Centres are responsible for managing learners who have not achieved a Pass for the qualification having completed the assessment. However, OTHM expects at a minimum, that centres must have in place a clear feedback mechanism to learners by which they can effectively retrain the learner in all the areas required before re-assessing the learner.
Recognition of Prior Learning (RPL) is a method of assessment that considers whether learners can demonstrate that they can meet the assessment requirements for a unit through knowledge, understanding or skills they already possess and do not need to develop through a course of learning.
RPL policies and procedures have been developed over time, which has led to the use of a number of terms to describe the process. Among the most common are:
● Accreditation of Prior Learning (APL)
● Accreditation of Prior Experiential Learning (APEL)
● Accreditation of Prior Achievement (APA)
● Accreditation of Prior Learning and Achievement (APLA)
OTHM provides equality and diversity training to staff and consultants. This makes clear that staff and consultants must comply with the requirements of the Equality Act 2010, and all other related equality and diversity legislation, in relation to our qualifications.
We develop and revise our qualifications to avoid, where possible, any feature that might disadvantage learners because of their age, disability, gender, pregnancy or maternity, race, religion or belief, and sexual orientation.
If a specific qualification requires a feature that might disadvantage a particular group (e.g. a legal requirement regarding health and safety in the workplace), we will clarify this explicitly in the qualification specification.
| Unit Reference Number | A/616/2724 |
| Unit Title | Strategic Management |
| Unit Level | 7 |
| Number of Credits | 20 |
| Total Qualification Time (TQT) | 200 Hours |
| Guided Learning Hours (GLH) | 100 Hours |
| Mandatory / Optional | Mandatory |
| Unit Grading Structure | Pass / Fail |
The aim of this unit is to develop learners’ understanding of strategic and change management models, as well as the ability to review strategic plans, to propose strategic options, to create implementation plans and to lead organisational changes.
| Learning Outcomes – the learner will: | Assessment Criteria – the learner can: |
| 1. Be able to analyse key external influences on an organisation’s strategy. | 1.1 Critically evaluate the position of an organisation in its current market. 1.2 Critically analyse the effects of existing plans on an organisation. |
| 2. Be able to appraise strategic options for an organisation. | 2.1 Critically explore the relationship between, corporate, business and operational strategies. 2.2 Apply strategic models and tools to develop strategic options for an organisation. 2.3 Evaluate strategic options for an organisation. |
| 3. Be able to evaluate various tools and approaches to a strategy implementation plan. | 3.1 Create a relevant vision, mission and strategic goals for an organisation. 3.2 Propose a suitable structure for an organisation that fits a strategic plan. 3.3 Create a resourced strategy implementation plan. |
| 4. Be able to develop and implement a strategic organisational change management plan. | 4.1 Apply force field analysis to effectively distinguish forces of change. 4.2 Critically evaluate various change management models. 4.3 Identify relevant leadership and change agent skills to implement a strategic change in an organisation. |
| 5. Be able to monitor and control the implementation of strategic plans. | 5.1 Develop a monitoring and control system for the implementation of strategic plans. 5.2 Design key success indicators in order to monitor the implementation of the strategic plan. 5.3 Distinguish potential risks during implementation. 5.4 Review the effectiveness of the strategic plan. |
| Unit Reference Number | R/617/5012 |
| Unit Title | Strategic Leadership |
| Unit Level | 7 |
| Number of Credits | 20 |
| Total Qualification Time (TQT) | 200 Hours |
| Guided Learning Hours (GLH) | 100 Hours |
| Mandatory / Optional | Mandatory |
| Unit Grading Structure | Pass / Fail |
This unit provides an in-depth understanding of the key principles and practice of leadership This will enhance the individuals’ knowledge, skills and attributes to effectively engage in the role and responsibilities required of an effective team player and leader of a team; being proactive in innovation and improvement to inform strategy and business planning within the organisation.
| Learning Outcomes – the learner will: |
Assessment Criteria – the learner can: |
| 1. Understand the principles, concepts, differences, and approaches to contemporary leadership. | 1.1 Explain the meaning and importance of leadership. 1.2 Contrast the main approaches to the study of leadership. 1.3 Critically evaluate the role of leadership in strategic management. |
| 2. Understand how leadership influences individuals, teams and the organisation. | 2.1 Critically compare the relationships between leaders of work groups, and leaders of teams. 2.2 Distinguish between the influence of leadership on groups and teams, and on formal and informal groups. 2.3 Critically evaluate the characteristics of an effective work group and team. |
| 3. Understand the impact of leadership on organisational performance. | 3.1 Assess the nature of organisation effectiveness and performance. 3.2 Critically explore the main features and requirements of leadership development. 3.3 Provide criteria for assessing an organisations strategic effectiveness from a leadership perspective. |
| 4. Understand ethical decision making and organisational value. | 4.1 Critically explore the exercise of leadership power and influence. 4.2 Critically review the importance of ethics, values and corporate social responsibilities to an organisations value. 4.3 Critically evaluate leadership and sustainability concepts and trends. |
| Unit Reference Number | F/616/2725 |
| Unit Title | Strategic Human Resource Management |
| Unit Level | 7 |
| Number of Credits | 20 |
| Total Qualification Time (TQT) | 200 Hours |
| Guided Learning Hours (GLH) | 100 Hours |
| Mandatory / Optional | Mandatory |
| Unit Grading Structure | Pass / Fail |
The aim of this unit is to develop learners’ understanding of how the effective strategic management of human resources supports the achievement of organisational objectives in different contexts. Learners will evaluate the contribution of strategic human resource management, and the application of leadership and management theory for organisational benefit.
| Learning Outcomes – the learner will: | Assessment Criteria – the learner can: |
| 1. Understand the role of management of human resources. | 1.1 Critically justify the importance of human resource management in organisations. 1.2 Assess the role and purpose of the strategic human resource management function and activities in an organisation. 1.3 Evaluate how human resource management is related to other functional areas. |
| 2. Be able to create a human resource plan for an organisation. | 2.1 Assess the business factors to consider before human resource planning. 2.2 Determine human resource requirements in different organisational contexts. 2.3 Develop a human resource plan for an organisation. |
| 3. Understand the role of legal and ethical issues in developing human resources policy. | 3.1 Explain the purpose of human resource policy. 3.2 Assess the impact of regulatory and legal requirements on human resource policies in an organisation. 3.3 Assess the impact of business ethics, CSR, and sustainability requirements on human resource policies for an organisation. |
| 4. Be able to plan develop human resource strategies. | 4.1 Critically analyse the impact of an organisational strategy, structure and culture on the management of human resources. 4.2 Develop a structured, relevant and comprehensive HR strategy. 4.3 Critically monitor the effectiveness of human resources management. |
| 5. Understand HRM approaches within organisations and their relationships with organisational performance. | 5.1 Critically evaluate the relationships between business strategy and human resource management. 5.2 Explain the implementation and measurement of HR approaches using relevant metrics. 5.3 Monitor and evaluate a human resource strategy that supports organisational mission, vision, values and objectives. |
| Unit Reference Number | J/616/2726 |
| Unit Title | Advanced Business Research Methods |
| Unit Level | 7 |
|
Number of Credits |
20 |
|
Total Qualification Time (TQT) |
200 Hours |
|
Guided Learning Hours (GLH) |
100 Hours |
|
Mandatory / Optional |
Mandatory |
|
Unit Grading Structure |
Pass / Fail |
The aim of this unit is to develop learners’ ability to prepare for various types of academically based management research through the development and design of a research proposal. Learners will develop a critical understanding of the philosophical, practical and ethical concepts of research within the context of the business environment.
| Learning Outcomes – the learner will: | Assessment Criteria – the learner can: |
| 1. Be able to develop research approaches in a relevant context. | 1.1 Appraise business research problems. 1.2 Develop and justify appropriate research aims and objectives within a defined scope and timeframe. 1.3 Critically explore, select and justify research approaches. |
| 2. Be able to critically review literature on a relevant research topic. | 2.1 Critically analyse different theoretical approaches to a research problem. 2.2 Create a structured and thorough critical literature review. |
| 3. Be able to design business research methodologies. | 3.1 Critically evaluate relevant research methodologies to reflect the research objectives. 3.2 Design an appropriate methodology in terms of the research objectives for a defined population. 3.3 Justify the methodology selected in terms of the research objectives within agreed ethical guidelines. |
| 4. Be able to develop a research proposal. | 4.1 Create a research question, literature review and methodology. 4.2 Propose techniques for use with quantitative and qualitative data collection and analysis. |
| Unit Reference Number | L/616/2727 |
| Unit Title | Strategic Financial Management |
| Unit Level | 7 |
| Number of Credits | 20 |
| Total Qualification Time (TQT) | 200 Hours |
| Guided Learning Hours (GLH) | 100 Hours |
| Mandatory / Optional | Optional |
| Unit Grading Structure | Pass / Fail |
The aim of this unit is to enable learners to apply financial principles relevant to management in an organisational context, including analytical techniques and theories/models of management accounting, evaluation of budgetary processes, recommending funding sources and appraising investment options.
Learning Outcomes, Assessment Criteria and Indicative Content
| Learning Outcomes – the learner will: | Assessment Criteria – the learner can: |
| 1. Be able to apply the tools and techniques of cost accounting. |
1.1 Critically analyse the concepts, features and importance of cost accounting in an organisation. 1.2 Apply tools of costing design and costing systems to an organisation. 1.3 Recommend improvements to the costing and pricing systems of an organisation. |
| 2. Be able to critically analyse the financial performance of businesses. |
2.1 Analyse financial statements to assess the financial position of an organisation. 2.2 Recommend organisational decisions based on evaluation of financial statements using financial ratios. 2.3 Propose managerial recommendations on the strategic portfolio of an organisation based on financial analysis. |
|
3. Be able to evaluate the budgetary processes of organisations. |
3.1 Evaluate budgetary targets for an organisation. 3.2 Develop a master budget for an organisation. 3.3 Critically evaluate budget and budgetary processes in an organisation. |
| 4. Be able to recommend effective long term and short-term sources of funding. |
4.1 Assess the need for short term working capital and long- term funds for an organisation. 4.2 Appraise appropriate sources of short term and funds for an organisation. 4.3 Justify choices of sources of funds using a range of criteria related to cost and risk. |
| 5. Be able to critically appraise investment options. |
5.1 Apply financial appraisal methods to analyse competing investment projects in different kinds of organisations. 5.2 Justify strategic investment decision for an organisation using relevant financial information. 5.3 Critically analyse strategic investment decisions using information. |
| Unit Reference Number | R/616/2728 |
| Unit Title | Supply Chain and Operations Management |
| Unit Level | 7 |
| Number of Credits | 20 |
| Total Qualification Time (TQT) | 200 Hours |
| Guided Learning Hours (GLH) | 100 Hours |
|
Mandatory / Optional |
Optional |
| Unit Grading Structure | Pass / Fail |
The aim of this unit is to develop learners’ understanding of the concepts and models of effective supply chain and operations management in competitive marketplaces using case studies and real-world industry scenarios. Learners will develop an understanding of operational processes, techniques, planning and control systems.
| Learning Outcomes – the learner will: | Assessment Criteria – the learner can: |
| 1. Understand the relationship between supply chain management, operations management and organisational business objectives. | 1.1 Critically explain the significance of effective supply chain and operational management in achieving organisational objectives. 1.2 Explain the relationship of supply chain management with other business functions in an organisation. 1.3 Critically analyse the key success factors that aid in developing an integrated supply chain strategy in an organisation. |
| 2. Be able to critically analyse the role of technology in supplier relationships. | 2.1 Critically evaluate factors and strategies that drive organisations to maintain supplier relationships. 2.2 Assess the use of information technology to create strategies to develop effective supplier relationships. 2.3 Recommend supplier relations systems to maintain relationships with suppliers. |
| 3. Be able to critically analyse the importance of logistics and procurement in supply chain management. | 3.1 Justify the importance and use of logistics in supply chain management in an organisation. 3.2 Evaluate the effectiveness of procurement strategies and procedures in an organisation. 3.3 Critically analyse factors that may improve logistics and procurement strategies in an organisation. |
| 4. Be able to develop a systematic order of procurement and inventory control. | 4.1 Design effective and economic order quantity for procurements in an organisation. 4.2 Critically evaluate the role of the principles of LIFO and FIFO in inventory control. 4.3 Evaluate the just in time systems of managing inventory. |
| 5. Be able to develop a strategy to improve an organisation’s supply chain. | 5.1 Analyse factors involved in developing a strategy to improve an organisation’s supply chain. 5.2 Plan various supply chain strategies to improve an organisation’s supply chain. 5.3 Justify the choice of a supply chain strategy according to its suitability, feasibility, acceptability and overall performance benefits in an organisation. |
| Unit Reference Number | Y/616/2729 |
| Unit Title | Entrepreneurship and Innovation |
| Unit Level | 7 |
| Number of Credits | 20 |
| Total Qualification Time (TQT) | 200 Hours |
| Guided Learning Hours (GLH) | 100 Hours |
| Mandatory / Optional | Optional |
| Unit Grading Structure | Pass / Fail |
The aim of this unit aim is to introduce learners to the basics of business processes and strategies related to enterprise and entrepreneurship, developing knowledge of enterprise and entrepreneurship in global contexts.
Learning Outcomes, Assessment Criteria and Indicative Content
| Learning Outcomes – the learner will: | Assessment Criteria – the learner can: |
| 1. Be able to critically analyse the concepts and process of entrepreneurship. | 1.1 Critically analyse the nature, characteristics and challenges of establishing different kinds of enterprise. 1.2 Critically assess own entrepreneurial skills and attributes. 1.3 Evaluate what makes a successful commercial or social entrepreneur. |
| 2. Be able to evaluate innovative and entrepreneurial management processes for a project or organisation. | 2.1 Evaluate methods for encouraging creativity and innovation in organisations. 2.2 Evaluate potential creative and innovative management ideas. 2.3 Critically explore how to lead others to positively embrace innovation and change. |
| 3. Be able to critically assess proposals developed from new ideas. | 3. Be able to critically assess proposals developed from new ideas. 3.1 Analyse business ideas. 3.2 Evaluate production, and marketing feasibility of new business ideas. 3.3 Produce business planning forecasts using financial techniques. |
| 4. Be able to develop a business plan. | 4.1 Develop a business plan for a new business. 4.2 Develop a control and monitoring mechanism for the business plan. |
| Unit Reference Number | L/616/2730 |
| Unit Title | Globalisation and Corporate Governance |
| Unit Level | 7 |
| Number of Credits | 20 |
| Total Qualification Time (TQT) | 200 Hours |
| Guided Learning Hours (GLH) | 100 Hours |
| Mandatory / Optional | Optional |
| Unit Grading Structure | Pass / Fail |
The aim of this unit is to develop learners’ understanding of the effect of legislation, ethics, and global integration on decisions, corporate governance, policies, processes and activities undertaken by organisations.
| Learning Outcomes – the learner will: | Assessment Criteria – the learner can: |
| 1. Be able to critically discuss the impacts of globalisation on organisations. | 1.1 Analyse the effects of globalisation on organisations operating nationally using PESTLE approach. 1.2 Evaluate the role of trading blocs such as the EU on organisations with global presence. 1.3 Explain the roles and responsibilities of international organisations for harmonising business practice globally. |
| 2. Be able to critically discuss the socio-cultural, ethical and moral issues that affect global organisations. | 2.1 Critically analyse various socio-cultural, ethical and moral factors that may affect global organisations. 2.2 Compare and contrast organisational approaches to ethically manage a globally diverse workforce. 2.3 Critically discuss the roles and responsibilities of global organisations to improve workforce welfare. |
| 3. Be able to analyse the role of corporate governance in global organisations. | 3.1 Justify the significance of responsible corporate governance in global organisations. 3.2 Critically analyse the regulatory requirements that shape corporate governance in global organisations. 3.3 Critically evaluate the impact of regulatory requirements on corporate stakeholders’ interests in a global organisation. |
| 4. Be able to critically discuss International Consumer Protection laws. | 4.1 Analyse the significance of national and international legal frameworks covering consumer protection laws. 4.2 Examine key international consumer protection laws that may affect the operations of a global organisation. 4.3 Evaluate the measures that exist in a global organisation to protect consumers’ interests. |
| 5. Be able to critically analyse regulations related to online trading. | 5.1 Analyse the significance of the UK legislations related to online trading. 5.2 Determine the actions that need to be taken by organisations to ensure they are adhering to the key online trading legislations. |
| Unit Reference Number | R/616/2731 |
| Unit Title | Strategic Change Management |
| Unit Level | 7 |
| Number of Credits | 20 |
| Total Qualification Time (TQT) | 200 Hours |
| Guided Learning Hours (GLH) | 100 Hours |
| Mandatory / Optional | Optional |
| Unit Grading Structure | Pass / Fail |
The aim of this unit is to develop learners’ understanding of classic and contemporary theories of change management and how they apply to contemporary organisations in the globalised world, with the identification and use of change models. Learners will understand the personal characteristics of change agents as well as the evaluation and development of leadership skills to meet current and future change management roles.
| Learning Outcomes – the learner will: | Assessment Criteria – the learner can: |
| 1. Be able to evaluate change agents’ knowledge, attributes skills and development. | 1.1 Critically analyse the relationship between leadership and change agents. 1.2 Critically analyse the characteristics and attributes of change agents. 1.3 Critically evaluate the effectiveness of change agents. |
| 2. Be able to critically analyse approaches to organisational change and their processes. | 2.1 Critically evaluate change theories, tools and techniques. 2.2 Evaluate the internal and external triggers of change that may impact on an organisation. 2.3 Develop a change management strategy for an organisation taking stakeholders into account. |
| 3. Be able to create a plan and implement effective change within an organisation. | 3.1 Assess and select relevant tools and techniques to implement and manage change. 3.2 Develop a plan to implement a change in an organisation. 3.3 Develop measures to monitor and evaluate progress of the change plan. |
| 4. Be able to analyse stakeholder responses to organisational change. | 4.1 Assess risks associated with an organisation’s change process. 4.2 Apply a stakeholder analysis to understand resistance to change. 4.3 Critically appraise relevant strategies to manage resistance to change in organisations. |
| 5. Be able to involve functional areas in an organisation’s change management. | 5.1 Explain the relationship between management disciplines and effective organisational change. 5.2 Critically analyse the role of various business functions/departments within change management. 5.3 Evaluate an integrated change management plan for an organisation. |
| Unit Reference Number | Y/616/2732 |
| Unit Title | Strategic Marketing |
| Unit Level | 7 |
| Number of Credits | 20 |
| Total Qualification Time (TQT) | 200 |
| Guided Learning Hours (GLH) | 100 |
| Mandatory / Optional | Optional |
| Unit Grading Structure | Pass / Fail |
The aim of this unit is to develop learners’ understanding of the concepts, methods and technical aspects of strategic marketing and the challenges associated with marketing in today’s business environment, including how a strategy combines product development, promotion, distribution, pricing, relationship management and other elements.
| Learning Outcomes – the learner will: | Assessment Criteria – the learner can: |
| 1. Be able to critically analyse the principles of strategic marketing and the role of digital technologies. | 1.1 Critically evaluate the nature and purpose of strategic marketing in an organisation. 1.2 Critically analyse and apply different marketing concepts in a range of organisational contexts. 1.3 Explain the processes involved in strategic marketing. |
| 2. Be able to apply tools for analysing the business environment in strategic marketing. | 2. Be able to apply tools for analysing the business environment in strategic marketing. 2.1 Develop SMART strategic marketing objectives for an organisation. 2.2 Critically review the external and competitive environment in which an organisational performs. 2.3 Draw conclusions about the internal and stakeholder environment in which an organisational performs. |
| 3. Be able to carry out market segmentation, targeting and brand positioning. | 3.1 Critically explore market segments for an organisational context. 3.2 Evaluate targeted segments for an organisational context. 3.3 Design a differentiated brand position for targeted segments for an organisational context. |
| 4. Be able to apply the integrated marketing mix in an organisation. | 4.1 Evaluate the significance of the integrated marketing mix for an organisational context. 4.2 Design an effective marketing mix for an organisational context. 4.3 Critically analyse the relationship between the product lifecycle and the marketing mix for an organisational context. |
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5. Be able to critically analyse brands in a business context. |
5.1 Critically analyse the nature of brands and the significance of branding. 5.2 Critically discuss the need for integration between the brand pyramid, the brand’s positioning and brand management. 5.3 Demonstrate how branding is used to strengthen a business or product. |
Students pursuing the OTHM Level 7 Diploma in Strategic Management and Leadership can get academic guidance from WorkingMent for their assignments and assessments. Our support is designed to help students understand complex topics, follow assignment requirements, and develop well-structured academic work. Students can also access Strategic Management Assignment Help for guidance with strategic planning, leadership, organisational performance, business research, and other related areas. From individual coursework to case studies and research-based assignments, WorkingMent provides subject-focused assistance to help students approach their academic work with greater confidence.
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