9732 version 3 Page 1 of 4

Demonstrate knowledge of strategic management concepts for organisational planning and development
Level Credits Purpose 5 10 People credited with this standard are able to: describe the role of strategy and strategy formulation in organisational planning and development; identify and evaluate strategies for development of the organisation; and identify resources and capabilities of a specific organisation in relation to its external environment. Business Operations and Development Organisational Direction and Strategy Registered 26 November 2007 26 November 2007 31 December 2012 Open. Evaluation of documentation and visit by NZQA and industry. NZQA Business and Management 0113

Subfield Domain Status Status date Date version published Planned review date Entry information Accreditation

Standard setting body (SSB)

Accreditation and Moderation Action Plan (AMAP) reference

This AMAP can be accessed at http://www.nzqa.govt.nz/framework/search/index.do. Special notes 1 2 This unit standard is for people who have, or seek, responsibility for organisational planning and development activities. Definitions Organisation refers to a specific business entity which may be for profit or non-profit; in private, public, or voluntary sectors; a business unit, iwi, or other special purpose body. Strategic management is concerned with the formulation and implementation of strategy within an organisation.

New Zealand Qualifications Authority 2011

9732 version 3 Page 2 of 4 Strategy refers to an organisations business purpose, direction, and values and incorporates the business or activities the organisation is engaged in and the way in which it competes or operates. It may be a written document or a common understanding. Environmental factors refers to aspects of the technological, commercial, economic, financial, regulatory, socio-cultural, and physical environments, and also include product and service markets (export and domestic). 3 For this unit standard, strategic methodologies may include but are not limited to SWOT, Porters Five Forces, Scenario Planning.

Elements and performance criteria

Element 1 Describe the role of strategy and strategy formulation in organisational planning and development. Performance criteria 1.1 1.2 Description identifies the role of strategy in terms of organisational planning and development. Description evaluates strategic methodology in the development of strategic management processes. Range 1.3 1.4 1.5 methods, contributions, strengths, and weaknesses; two strategic methodologies.

Description identifies levels of strategy in relation to an organisation and its environment and the way these levels interact. Strategic decisions are distinguished from other types of business decisions in terms of their distinctive differences. Description distinguishes the essential elements of strategy formulation. Range elements include but are not limited to goals and values, constraints, organisational resources and capabilities, organisational structure and systems, environmental factors.

1.6

Comparison of qualitative and quantitative analysis methods identifies their relative utility, validity, and reliability to inform strategy formulation in particular situations.

New Zealand Qualifications Authority 2011

9732 version 3 Page 3 of 4 Element 2 Identify and evaluate strategies for development of a specific organisation. Range at least two strategies.

Performance criteria 2.1 2.2 2.3 Element 3 Identify resources and capabilities of a specific organisation in relation to its external environment. Range the same organisation as in element 2. Key internal and external challenges for the organisation are identified. Strategies for development of the organisation are identified, and their appropriateness justified in terms of strategic methodology theory. The development strategies are assessed in terms of their ability to meet the identified challenges for the organisation.

Performance criteria 3.1 Environmental scanning techniques identify changes to environmental factors in relation to their potential to affect the present and future strategy and policy setting of the organisation. External analysis techniques identify the organisations current or projected business purpose and positioning. The use of resource analysis and capability analysis demonstrates the organisations positioning and sustainability in relation to the external environment.

3.2 3.3

Please note Providers must be accredited by NZQA, or an inter-institutional body with delegated authority for quality assurance, before they can report credits from assessment against unit standards or deliver courses of study leading to that assessment. Industry Training Organisations must be accredited by NZQA before they can register credits from assessment against unit standards. Accredited providers and Industry Training Organisations assessing against unit standards must engage with the moderation system that applies to those standards.

New Zealand Qualifications Authority 2011

9732 version 3 Page 4 of 4 Accreditation requirements and an outline of the moderation system that applies to this standard are outlined in the Accreditation and Moderation Action Plan (AMAP). The AMAP also includes useful information about special requirements for organisations wishing to develop education and training programmes, such as minimum qualifications for tutors and assessors, and special resource requirements. Comments on this unit standard Please contact NZQA National Qualifications Services nqs@nzqa.govt.nz if you wish to suggest changes to the content of this unit standard.

New Zealand Qualifications Authority 2011