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This unit aims to support organisational and self-awareness in candidates. It provides a foundation for a self-critical and reflective approach to personal development to support the candidate when operating at a strategic level. Wider context organisational and environmental factors are also considered as contributors to overall strategic success of the individual and the organisation.
1.1 Critically analyse the strategic direction of the organisation and where they fit it
1.2 Critically evaluate the strategic skills required of a leader/manager operating in a complex environment to achieve personal and organisational strategic ambitions
1.3 Assess the relationship between existing and proposed future skills to achieve strategic ambitions
2.1 Critically discuss the opportunities to support their leadership/management development
2.2 Design a personal development plan to direct leadership/management development in a complex environment
2.3 Devise and agree an implementation process to ensure the success of the development plan that can realise substantial changes in their leadership/management style
3.1 Critically evaluate the achievement of outcomes of the plan against the original agreed objectives
3.2 Evaluate the impact of leadership/management style and the achievement of objectives on strategic ambitions in different organisational settings
3.3 Critically review and update the leadership/management development plan
4.1 Critically evaluate the impact of the corporate commitment to employee welfare on strategic objectives
4.2 Discuss how an employee welfare environment can affect achievement of strategic organisational objectives
4.3 Determine the influence of corporate commitment to employee welfare on the development of organisational values that will realist strategic ambitions
5.1 Maintain a personal development portfolio which can contribute to professional bodies’ CPD requirements and which incorporates:
The unit Development as a Strategic Manager serves as a catalyst for transforming leadership into a dynamic and future-focused practice. It challenges managers to think beyond operational efficiency, delving into the realm of long-term organisational impact and adaptive strategy. Unlike traditional management paradigms, this unit places a premium on foresight—training leaders to anticipate market shifts, technological disruptions, and evolving stakeholder expectations.
A critical aspect of this unit is the emphasis on self-awareness as the foundation for strategic competence. It prompts managers to critically evaluate their decision-making processes, biases, and leadership styles, aligning personal growth with organisational goals. By incorporating advanced tools such as scenario planning, stakeholder analysis, and systems thinking, the unit equips leaders to craft strategies that balance profitability with sustainability and ethical responsibility.
Moreover, the unit underscores the importance of cultivating agility within teams and fostering an innovative culture. Strategic managers are tasked not only with setting ambitious goals but also with empowering their teams to achieve them through collaboration and resilience in the face of uncertainty.
A critical analysis of an organisation`s strategic direction requires a deep dive into its long-term objectives, competitive positioning, and alignment with external market dynamics. Strategic direction is not merely a roadmap; it is the manifestation of an organisation’s vision, mission, and core values as they translate into tangible goals and initiatives. To evaluate where an organisation fits into its market, one must consider its adaptability to changing trends, stakeholder expectations, and the broader socio-economic context.
Organisations that thrive strategically often display a dual focus: they maintain operational excellence while pursuing innovation to differentiate themselves. For instance, a technology company positioning itself as a market leader must balance rapid product development cycles with the ability to scale sustainably. Strategic fit, in this context, is not static but continuously evolving, requiring organisations to revisit their goals and recalibrate their approach based on performance metrics and emerging opportunities.
External forces, such as regulatory changes, globalisation, and technological advancements, further influence strategic alignment. Companies that integrate tools like PESTLE or SWOT analyses into their strategic planning processes are better equipped to identify threats and leverage opportunities, ensuring their place in the competitive landscape.
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