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Strategic Management in Healthcare
4,000 words
Strategic Management in Healthcare – Strategic Analysis and Strategy Formulation
This individual summative assessment for the Strategic Management in Healthcare module requires students to critically examine strategic management and strategic thinking within a healthcare organisation, hospital, clinical department or healthcare unit of their choice. The assessment is designed to develop students’ ability to apply strategic management concepts and analytical frameworks to a real healthcare setting, evaluate the internal and external factors affecting organisational performance, and formulate appropriate strategies in response to identified operational and competitive challenges. The assessment consists of a 4,000-word report with a 10% tolerance and accounts for 100% of the module assessment. Students must first select an organisation, clinical department or healthcare unit to use as the case setting. The report should begin with a concise introduction to the selected case setting, establishing its organisational context and providing a clear direction for the strategic analysis. The introduction should explain the relevant characteristics of the organisation or healthcare unit and provide sufficient background to understand the strategic issues examined in the report. The report must critically analyse the relevance of strategic management and strategic thinking to the selected healthcare setting. Rather than simply describing strategic management concepts, students are expected to explain why strategic planning and strategic thinking are important for the particular organisation or department and how they can support performance improvement, service development and responses to operational and competitive challenges. A central requirement is the application of three strategic analysis tools or frameworks. The assessment examples include SWOT, PESTLE, Balanced Scorecard, Value Chain, Porter’s Five Forces, Resource Based View and Blue Ocean Strategy. Students must apply at least one appropriate tool at each of three analytical levels: macro-environment analysis, service area or market analysis, and internal environment analysis. Before applying each tool, students should define the framework and critically justify why it is relevant, effective and suitable for the selected healthcare case setting. The analysis should be detailed and evidence-based rather than purely descriptive. Students are then required to develop a hierarchy of strategies based on the findings from the strategic analysis. Strategies should be formulated at three levels and should clearly respond to the issues identified through the external, market or service-area and internal analyses. The report should explain how the proposed strategies could help the healthcare organisation or unit improve performance and address its operational and competitive challenges. The relationship between the analysis, strategic recommendations and expected outcomes should be made explicit. The final component requires students to reflect on the relevance and usefulness of the strategic tools beyond the selected case study and in relation to their current or future professional role. The reflection should consider how the strategic frameworks and analytical approaches could be transferred to other organisational or professional situations. The assessment should use appropriate evidence from sources such as academic journal articles, books, websites, case studies and grey literature. Harvard referencing is required. The marking criteria place emphasis on the quality of the introduction and case context, critical discussion of strategic planning, quantitative and analytical application of three strategic tools, strategy formulation and evaluation, reflection on application relevance, and presentation and referencing. The assessment therefore requires an integrated connection between the healthcare case, strategic analysis, evidence, recommendations and reflection rather than isolated descriptions of strategic frameworks.
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Global Strategic Management
3,500 words
Global Strategic Management – Linear to Circular Business Model Transformation
This assessment for the Global Strategic Management module examines how organisations can transform from traditional linear business models towards circular business models. Students must select one of four approved organisational cases and use the same case consistently across both summative assessments. The approved cases are SKF, focusing on servitisation and remanufacturing transformation; Sandvik, focusing on closed-loop materials and tool recovery; Volvo Construction Equipment, focusing on design for remanufacturing and lifecycle optimisation; and Husqvarna, focusing on access-based and circular consumer models. The assessment requires students to apply strategic management, sustainability and circular economy concepts to evaluate the transformation of the selected organisation. Assessment A is a Strategic Poster worth 30% of the overall module mark. The poster should visually and analytically map the transformation of the selected organisation from a linear to a circular business model. It contains three main components. First, students must identify and analyse external drivers using PESTEL, explaining the factors creating pressure or opportunities for circular transformation. Second, students must explicitly reconfigure the organisation's value chain, distinguishing between primary activities such as inbound logistics, operations, outbound logistics, marketing and sales, and service or lifecycle activities, and supporting activities such as firm infrastructure, human resource management, technology development and procurement. Third, students must identify one core structural strategic tension created by the transition. This tension should represent a built-in trade-off in which improving one strategic objective may constrain or challenge another. Assessment B is a Strategic Evaluation Report worth 70% of the overall module mark. The report has a word limit of 3,500 words with a 10% tolerance, excluding the table of contents, reference list and appendices. The report requires a comprehensive strategic evaluation of the selected organisation's transition from a linear to a circular business model and should integrate concepts and frameworks covered throughout the module. The first component of the report requires a Business Model Reconfiguration Analysis using the Business Model Canvas. Students should critically analyse how the circular transformation changes the organisation's value proposition, customer segments, customer relationships, channels, key activities, key resources, key partnerships, revenue streams and cost structure. The analysis should explain how value is created, delivered and captured differently under the circular model. The second component evaluates sustainability and legitimacy using an integrated analysis of the Triple Bottom Line, SAFe framework and stakeholder power and interest analysis. Students should assess economic, environmental and social sustainability, evaluate the suitability, acceptability and feasibility of the transformation, and identify stakeholders who can enable or constrain implementation. The third component requires students to analyse the same strategic tension identified in the poster. The tension should be evaluated in greater depth using appropriate strategic, sustainability and stakeholder frameworks, followed by a theoretically grounded and operationally feasible recommendation. The final component requires students to integrate four of their strongest reflective blog posts from the twelve seminar weeks. The reflection should demonstrate intellectual development, critical thinking, engagement with theory, seminar participation and responsiveness to tutor feedback rather than simply describing the content of the seminars. The assessment is expected to demonstrate Level 7 academic standards through integrated framework application, critical evaluation, strategic judgement and advanced reflective insight. Academic sources must be cited using Harvard referencing, with appropriate in-text citations and a complete reference list.
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Principles of Management
5,000 words
Critical Analysis of Management Practices at Apple Inc.
This assessment is a 5,000-word individual management report examining the management theories, concepts, practices and functions of Apple Inc. The report is written from the perspective of a business consultant and is intended to provide senior management with a critical evaluation of Apple's current management practices and recommendations for changes that could improve organisational success. The assessment integrates academic management theories with the practical context of a contemporary global organisation and also requires students to reflect on their own management competencies and future career development. The first part of the report critically evaluates the management theories, concepts and practices currently used by Apple Inc. Students must explain how management contributes to Apple's success and creates organisational value, supported by appropriate academic literature, case study evidence and independent research. The assessment specifically requires consideration of the four philosophies of the Competing Values Framework and one additional relevant management theory. Students are expected to select an appropriate theory rather than attempting to apply every available management theory. The second part evaluates management as a value-adding universal activity within Apple's global business environment. Students must examine how Apple has adapted its strategies and management approaches at global, national and local levels. Frameworks such as LoNG-PEST or Porter's Five Forces may be used to analyse the external environment. The analysis should identify one global factor that creates an opportunity and one that presents a threat to Apple and explain where management can add further value. The third part critically analyses the key principles and functions of management, including planning, organising, leading and controlling. Students must identify one internal challenge faced by Apple in response to current or expected environmental changes and evaluate how management functions can be applied to address it. An appropriate academic model, such as Value Chain Analysis, VRIO or Mendelow's Matrix, should be used to justify the selected challenge and support the analysis. The fourth part focuses on critical reflection and personal skills development. Students must complete a Personal SWOT analysis, identify three career-related development objectives and prepare a Skills Development Plan covering the required competencies, resources and support, methods of achievement, measures of success and target review dates. A 500-word Reflective Statement must then critically reflect on the student's own management competencies and learning during the module. The reflection should be written in the first person and use an appropriate model such as Borton's, Kolb's, Maslow's or the GROW model, with particular attention to self-management, problem-solving and decision-making. The report should conclude by summarising the recommended changes that Apple should implement to improve its success. The main body is structured around an introduction, four assessment tasks and a conclusion, with the indicative allocation being 100 words for the introduction, 1,200 words for each task and 100 words for the conclusion. Tasks 1–3 should be written in the third person using an academic style, while Task 4 should use the first person. The submission must use Harvard referencing, appropriate academic sources, professional formatting and correctly labelled tables and figures.
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Management
5,000 words
Principles of Management – Tesco Management Report
This assessment requires students to produce a 5,000-word management report analysing the current management practices of Tesco. The report is written from the perspective of a business consultant and is intended for Tesco’s senior management team. Students are required to apply management theories, concepts and practices covered in the module, supported by appropriate academic literature, case study materials and independent research. The assessment also requires students to develop a personal Skills Development Plan and a 500-word Reflective Statement focused on their own management competencies and future career objectives. The report addresses four main tasks. Task 1 focuses on key management theories, concepts and practices and requires students to explain how management contributes to Tesco’s success and adds value. Students should discuss the four philosophies of the Competing Values Framework and identify one additional relevant management theory that supports the analysis of Tesco’s management approach. Task 2 evaluates management as a value-adding universal activity by examining the dynamics of the global business environment and how Tesco adapts its strategies and methods at global, national and local levels. Students may apply frameworks such as LoNG-PEST or Porter’s Five Forces and should identify one global opportunity and one global threat. Task 3 critically analyses the key principles and functions of management, including planning, organising, leading and controlling. Students must identify one internal challenge faced by Tesco and evaluate how management functions can be applied to address it, supported by an appropriate academic model such as Value Chain analysis, VRIO or Mendelow’s Matrix. Task 4 focuses on critical reflection and skills development. Students are required to complete a Personal SWOT, prepare a Skills Development Plan addressing their future career aims and objectives, and provide a 500-word Reflective Statement using an appropriate reflection model such as Borton, Kolb’s Cycle, Maslow’s or GROW. The reflection should focus on professional skills including self-management, problem-solving and decision-making. The report should conclude with recommended changes that Tesco should implement to improve its success. The assignment requires academic writing, critical analysis, evidence-based arguments and Harvard referencing. The main body consists of an introduction, four assessment tasks and a conclusion, while the cover page, contents, references and appendices are excluded from the 5,000-word limit. :contentReference[oaicite:2]{index=2} :contentReference[oaicite:3]{index=3}
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Sustainable Development / Resource Management
6,000 words
Resource-Related Challenges in a Selected Country (STREAM) — Term Paper: India's Energy Sector, Coal Dependence and the Transition to Solar and Storage
This first-semester term paper for the STREAM programme takes a single country and a single resource sector and examines the challenges that arise where the two meet. India was selected for its energy sector — a case where scale, growth rate and an entrenched coal base make the tension between development need and environmental limit unusually sharp. The paper is written as an academic scientific text of roughly twenty pages, structured across the four sections the brief specifies and supported throughout by peer-reviewed literature, institutional reports and official statistical sources. The opening section establishes the country context: geographical position and climatic variation, population size and distribution, the shape and growth trajectory of the economy, development status against recognised indicators, and why the energy sector in particular is decisive for the country's near-term development path. The second section analyses the current status of the resource itself. Domestic coal reserves and their geographical concentration are set against renewable potential, particularly solar irradiance across the western and southern states. Production and consumption figures are traced over recent years, the import dependency for crude oil, gas and coking coal is quantified, and the major pressures are identified — demand growth outpacing capacity addition, the financial condition of distribution utilities, grid integration limits for variable generation, and the storage gap that constrains how far solar can displace baseload. The third section covers infrastructure and value chains. It describes the generation fleet, transmission and distribution network, and the logistics moving coal from pithead to plant, then follows the value chains attached to the resource — mining, power generation, equipment manufacturing and the growing domestic solar module and cell industry. Key stakeholders are mapped across central and state government, regulators, public and private generators, distribution companies, industrial consumers and the mining workforce whose livelihoods a transition directly affects. The final section addresses environmental problems and their connections to resource use. Ambient air quality and its public health burden, the water demand of thermal generation in already water-stressed basins, land degradation and displacement around mining regions, ash management and greenhouse gas emissions are each examined as consequences of the existing energy system rather than as separate issues. The section closes on future developments and risks: the plausible trajectories for renewable capacity and storage deployment, the stranded asset question for recently built thermal plants, and what a socially just transition would require of policy.
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Strategy and Innovation
Strategic Analysis and Innovation Strategy for a UK Organisation
This postgraduate Strategy and Innovation assessment requires students to conduct a detailed strategic analysis of an allocated organisation and present the findings through a series of professionally designed information dashboards. The purpose of the analysis is to establish the organisation's current strategic position and use the resulting evidence to recommend an appropriate and justifiable innovation strategy. The work is expected to demonstrate master's-level evaluation, interpretation and synthesis rather than descriptive or checklist-based analysis. The first major analytical area concerns the organisation's external environment. Students evaluate the broader business environment, analyse the firm's industry and undertake competitor analysis, including consideration of the organisation's strategic group. Analysis should concentrate on the most consequential environmental factors and integrate general and industry-level evidence rather than simply listing factors. Competitor evaluation can examine issues such as products and services, market commonality, positioning, distinctive value propositions, first-mover advantage and breakthrough innovation. The internal analysis examines the firm's resources, capabilities and sources of competitive advantage. Appropriate analytical techniques should be used to assess competitive resources and key capabilities, with the internal value chain helping to identify factors capable of supporting competitive advantage. Students must also evaluate the organisation's business-level strategy and consider whether its resources and capabilities support its competitive positioning. Corporate-level analysis considers the firm's degree of diversification, internationalisation strategy, growth through acquisitions, mergers or organic development, and any cooperative strategies. These elements should be evaluated against the organisation's capabilities, resources and competitive context. The analysis concludes by interpreting the evidence to establish the firm's overall strategic position and recommending an innovation strategy or approach to innovation. Presentation quality is also important: the report should use an effective combination of text, charts, diagrams and other graphical forms, with professional formatting and accurate referencing. Overview word count: approximately 330 words.
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Management / Business Management
5,000 words
Principles of Management: AstraZeneca Management Analysis and Skills Development Report
This Masters-level Principles of Management assignment examines the management practices, organisational environment and managerial functions of AstraZeneca plc. The assessment is structured as a 5,000-word management report in which the student acts as a business consultant and critically evaluates how management theories, concepts and practices contribute to organisational performance and value creation. The work requires the application of relevant academic literature alongside case-study evidence and independent research on AstraZeneca. The first part of the assessment considers key management theories and practices. Students are expected to examine how management contributes to AstraZeneca's success, apply an appropriate dimension of the Competing Values Framework, and select an additional relevant management theory. Suggested theoretical perspectives include Scientific Management, Bureaucratic Theory, Administrative Theory, Contingency Theory and Total Quality Management, although students are encouraged to select theories most appropriate to the organisation rather than applying every available model. The assignment also evaluates AstraZeneca within the global business environment. Frameworks such as LoNG-PEST or Porter's Five Forces may be used to analyse global, national and local influences, including significant opportunities and threats. Students then critically analyse an internal organisational challenge and consider how the core management functions of planning, organising, leading and controlling can be applied to address it. Supporting analytical approaches may include Value Chain analysis, VRIO and stakeholder analysis. A further component focuses on personal and professional development. Students complete a Personal SWOT analysis and construct a Skills Development Plan linked to future career aims. This is followed by a 500-word reflective statement examining personal management competencies, including self-management, problem-solving and decision-making. An appropriate reflective framework, such as Borton, Kolb or GROW, is applied to structure the reflection. Overall, the assessment integrates management theory, organisational analysis, global business considerations, managerial decision-making and reflective professional development. It is designed to demonstrate Level 7 critical analysis and the practical application of management concepts to a contemporary multinational organisation. The wider module covers management theories, stakeholder management, global management, planning and decision-making, human resource management, leadership, operations and finance for managers
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