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Level 7 Master in Strategic Management

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Duration: 1 Year

Program pace: Self-pace

Credits: 120 credits

Language: English

Location: Fully Online

Tution Fee: 2.500 €

Equivalent to 4th Master year of University

Online Business Academy Master Level 7 in Strategic Management is equal to the 4th year of University. The program consists of 30 modules and carries 120 credits. This is a flexible program, and to enroll in it, you don’t need a previous Bachelor’s degree for students with 5+ years of Managerial position and 25+ years of age.

The Postgraduate Level 7 Master Qualification in Strategic Management is a 30-module course, with 40 guided learning hours per module. All modules have an additional 30-50 learning hours of additional materials. The Level 7 Diploma carries 120 credits. The program is entirely individual and self-paced, which means that students learn on their own.

After receiving your Postgraduate Level 7 Master Qualification, you are eligible for an MBA degree, or to execute a professional managerial role. The Level 7 qualifications in Strategic Management provide some of the underpinning knowledge and understanding contained in the new standards for the leadership and management sector.

This course will be most suited to individuals who are at Graduate of Level 6 or equivalent 3rd year at University and a minimum age of 22, or the minimum age of 24 years plus five years of managerial experience. On successful completion of the course, students will be able to enroll in our MBA program.

Entry Criteria

Entry profile:

  • A first degree in business, the management or related subject
  • A Level 6 qualification (for example a Level 6 in management)
  • Students who may also have relevant work experience
  • Learners who have other equivalent international qualifications
  • Students must also have an appropriate standard of English to enable them to access relevant resources and complete the unit assignments
  • Learners may also have relevant work experience
  • Mature learners may present a more varied profile of achievement that is likely to include
  • relevant work experience (paid and/or unpaid) with levels of responsibility, participation, and/or achievement of relevant professional qualifications.
  • This may be used for recognition of prior learning (RPL).

Career Path

Upon successful completion of the Postgraduate Diploma in Strategic Management and the final year of an accredited postgraduate degree program, students will have the skills to execute a professional managerial role in marketing, accounting, business consultancy, and more.

A business management Qualification and MBA develop key cognitive skills such as critical thinking, analysis, evaluation, and writing while also establishing presentation and numeracy skills to enhance knowledge and experience. These skills are critical in helping you advance your career.

These qualification provides:

  • opportunities for learners to acquire knowledge and understanding and develop a range of skills, personal qualities and attitudes essential for successful performance in working life
  • specialisms that are directly related to learners’ current responsibilities or that meet a particular interest and support career development
  • opportunities for learners who wish to undertake a full-time course of study
  • learners with the opportunity to acquire a broader range of knowledge and understanding and to develop the skills they require to work in the field of management.

The primary purpose of this qualification is to support progression to MBA learning. However, through Level 7, students acquire knowledge and understanding of management and develop the core skills required to work in a management role in any sector. If you are newly appointed to a first management position, the qualification will support you to develop in your role. If you are seeking a first management role, it will provide you with a comprehensive introduction to management that will enable you to apply for a management position with confidence. This qualification is designed to bring your career up to Top Management position, with core strategic management and leadership skills.

The Master Level 7 in Strategic Management Course has 30 modules and eight written assignments. Once you complete the modules, you’ll be able to proceed to assignments. The written assignments are approximately 3000-5000 words.

The Assignment unit titles for the level 7 course are:

  1. Strategic Marketing
  2. Personal development for leadership and strategic management
  3. Organizational behavior
  4. Strategic planning
  5. Research for strategic development
  6. Finance for strategic managers
  7. Strategic Human resource management.
  8. Corporate communication strategies.

Assessment at Online Business Academy is a very straightforward process:

  • Once you complete an online module, you will have to complete an online assessment. This assessment contains 30 multiple-choice questions. You will have one hour to complete these questions, they are split into sets of five, so you will have plenty of time to review and edit your answers. After an hour, the test will automatically time out.
  • When you complete the test, you will get the results automatically. If you didn’t pass, you will receive a notification of a “refer” and will have to retake a module assessment. You can complete these modules at your own pace, as there is no deadline to complete the course.
  • After completing online modules, you can take the final written assignments that test your knowledge and understanding of the modules.

This qualification gives you broader knowledge, understanding, and skills relating to management across sectors, which will enable you to progress to further steps of education.

The Level 7 qualification in Strategic Management provides some of the core knowledge and understanding of the Occupational Standards in Management, Administration, and Leadership.

Take the Bachelor Level 7 program if you:

  • are relatively new to management or are seeking a first management role
  • have already either achieved Level 6 qualifications, completed training at this level in a related area to management or have prior relevant experience in the workplace
  • want to develop a comprehensive set of knowledge, understanding, and skills relating to the management
  • have sufficient time to achieve a qualification of 120 credits
  • want to top up your career to Top Management role

EduWW Online Business Academy offers high-quality UK programs at affordable tuition fees. The tuition fee differs depending on the study program. Additionally, we allow students to pay it in monthly installments. 

Students are required to pay enrollment fees, as the first installment of tuition fees, in advance, and the rest will be divided into equal monthly payments. See the table below for more details. 

We accept online payment and wire transfer. The tuition fee covers all our services. We will not impose any additional or hidden expenses on your behalf. 

Program Tuition Fee Enrollment fee  Monthly installments Monthly fee
Level 7 2,500.00 euros 700 euros 10  180 euros

Students are required to pay an enrollment fee of 700 € in advance, while the rest of the tuition fee 1,800.00€ can be paid in up to 10 installments, which is 180€ monthly.

The course is Accredited by the ATHE and approved and regulated by OFQUAL.

Qualification Title

ATHE Level 7 Extended Diploma in Strategic Management

Qualification Number


Qualification Status

Available to learners

Owner organization


Qualification Level

Level 7

European Qualification Framework Level

Level 7

You can find out more by clicking on the following Ofqual register link

Ofqual Register

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Course Features

  • Lectures 212
  • Quizzes 0
  • Duration 12 Months, part time
  • Skill level RQF /EQF LVL 7
  • Language English
  • Students 0
  • Assessments Yes
  • Qualities of Effective Leadership 9

    Learners will explore the making and developing of powerful leaders.

    • Lecture1.1
      Definition of effective leadership
    • Lecture1.2
      Strategy and leadership; managers and leaders
    • Lecture1.3
      High performance teams
    • Lecture1.4
      Comparisons of theories of leadership –Mintzberg
    • Lecture1.5
      Great leaders and leadership models
    • Lecture1.6
      Organisational culture and change
    • Lecture1.7
      Leadership and vision
    • Lecture1.8
      Own leadership style
    • Lecture1.9
      Developing leaders and essential leadership skills
  • Developing Interpersonal Skills 10

    Connecting and bonding with people within commercial sectors is extremely important for good business. This module trains learners in skills to improve and enhance communication techniques to create strong bonds.

    • Lecture2.1
      Interpersonal skills and attributes
    • Lecture2.2
      Managerial roles – Mintzberg, Luthan, Kotter
    • Lecture2.3
      Professional skills – mentoring, coaching, counselling, disciplining
    • Lecture2.4
      Time management
    • Lecture2.5
      Leading and chairing meetings
    • Lecture2.6
      Effective presentations
    • Lecture2.7
      Personal development planning
    • Lecture2.8
      Skills audit
    • Lecture2.9
      Kolb’s learning cycle
    • Lecture2.10
      Learning stages
  • Motivating and Influencing People 9

    Inspiring people to create a unity of direction within business.

    • Lecture3.1
      Internal and external motivation
    • Lecture3.2
      Theories of motivation – Maslow, Herzberg, McClelland
    • Lecture3.3
      Expectancy theory
    • Lecture3.4
      Goal setting
    • Lecture3.5
      Equity theory
    • Lecture3.6
      Approaches to work
    • Lecture3.7
      Power and influence – use of rewards
    • Lecture3.8
      Psychological contracts
    • Lecture3.9
      Assessing and improving performance
  • Making Decisions 7

    Doing the right things in the right ways at the right times. Learners will look at the process of making a good decision.

    • Lecture4.1
      Importance of decision making
    • Lecture4.2
      Types of decision – styles and processes
    • Lecture4.3
      Barriers to decision making
    • Lecture4.4
      Collecting information – primary, secondary, qualitative, quantitative
    • Lecture4.5
      Generating ideas
    • Lecture4.6
      Goals and priorities
    • Lecture4.7
      Techniques – decision trees, matrices
  • Creativity and Problem Solving 6

    Do problems pose a threat or are they an opportunity to improve? Here, learners will figure out how to turn a problem into an advantage.

    • Lecture5.1
      Attributes of creativity
    • Lecture5.2
      Personality types
    • Lecture5.3
      Encouraging creativity Developing creativity – lateral thinking, ‘sticky’ wisdom
    • Lecture5.4
      Identifying problems
    • Lecture5.5
      Options and alternative solutions
    • Lecture5.6
      Blocks to creativity
  • Studying and Using Management Theories 7

    There are many theories concerned with management and the various models developed from these theories. This module looks over these theories with real life examples.

    • Lecture6.1
      Management research
    • Lecture6.2
      Sources of information – literature search
    • Lecture6.3
      Deduction and induction
    • Lecture6.4
      Research methods
    • Lecture6.5
      Analysing management theories – criticisms,
    • Lecture6.6
      Change management
    • Lecture6.7
      Focus of study
  • The External Operating Environment of Business 8

    Planning for influences on the business outside your control.

    • Lecture7.1
      The macro-environment – PESTLE analysis
    • Lecture7.2
      The micro-environment – Porter’s Five Forces
    • Lecture7.3
      Scenario planning and uncertainty
    • Lecture7.4
      Brainstorming and prioritising
    • Lecture7.5
      Contingency planning
    • Lecture7.6
      Responding to the external environment
    • Lecture7.7
      SWOT analysis
    • Lecture7.8
      Strategic ‘fit’ and strategic ‘stretch’
  • Impact of Technology on Business 6

    Analyze and exploit the role of e-business within a business sector.

    • Lecture8.1
      Technology and product lifecycles
    • Lecture8.2
      Product lifecycle strategies
    • Lecture8.3
    • Lecture8.4
      Legal and ethical issues
    • Lecture8.5
      Impact of the Internet and e-business
    • Lecture8.6
      Competitor analysis
  • Governance and Directorships 7

    Structuring and controlling a business the professional way.

    • Lecture9.1
      Corporate governance controls
    • Lecture9.2
      Systems, processes and principles
    • Lecture9.3
      Fairness, transparency and accountability
    • Lecture9.4
      Employment law
    • Lecture9.5
      Directors – roles and responsibilities
    • Lecture9.6
      Business ownership and control
    • Lecture9.7
      Relevance of business structure
  • Analysing the Competition 8

    What are my competitors doing, how are they doing it, why are they doing it? Reviewing and analyzing competitor actions to enhance managerial roles.

    • Lecture10.1
      Types of competition
    • Lecture10.2
      Porter’s Five Forces
    • Lecture10.3
      Market types – perfect market, monopoly, oligopoly, duopoly
    • Lecture10.4
      Structure, conduct and performance
    • Lecture10.5
      State ownership and privatisation
    • Lecture10.6
      Competitive advantage
    • Lecture10.7
      Competitor analysis – SWOT, Porter’s generic strategies
    • Lecture10.8
      Quantitative research methods
  • Marketing Strategy 8

    Creating an effective and successful market presence. Looking at the development of marketing strategies to create successful marketing campaigns.

    • Lecture11.1
      Types of markets
    • Lecture11.2
      Market segmentation and targeting
    • Lecture11.3
      Product differentiation
    • Lecture11.4
      Analysing the market environment – PESTLE analysis, SWOT analysis, Porter’s Five Forces
    • Lecture11.5
      Marketing positioning strategies
    • Lecture11.6
      Portfolio analysis and growth strategies – Ansoff’s matrix
    • Lecture11.7
      Market entry
    • Lecture11.8
      Marketing mix and marketing plan
  • High Performance Sales 5

    Learners will grasp the key elements of successful selling.

    • Lecture12.1
      Relationships between sales and marketing
    • Lecture12.2
      The art of sales – marketing funnel, successful sales
    • Lecture12.3
      Peripheral sales elements
    • Lecture12.4
      Characteristics of sales types and approaches
    • Lecture12.5
      Measuring performance – key performance indicators
  • e-Marketing Communication 7

    Understanding and using effective electronic messages to market.

    • Lecture13.1
      Communication characteristics and tools
    • Lecture13.2
      Developing strategies
    • Lecture13.3
      Traditional and emerging techniques
    • Lecture13.4
      Role of the Internet
    • Lecture13.5
      Social networking
    • Lecture13.6
      Measuring effectiveness
    • Lecture13.7
      Future developments
  • Customers and Their Needs 7

    Ensuring that your customers are recognized and valued.

    • Lecture14.1
      Customer needs – value, satisfaction
    • Lecture14.2
      Customer information and relationship marketing
    • Lecture14.3
      Internal and external markets – communication
    • Lecture14.4
      Importance of quality
    • Lecture14.5
      Measuring customer satisfaction
    • Lecture14.6
      Customer groups and market segmentation
    • Lecture14.7
      Market research
  • Strategic HRM 6

    Human Resource Management must play a central role in the strategy of any organization. It is concerned with people as an asset of the business.

    • Lecture15.1
      Status of employment
    • Lecture15.2
      Employment law and working time legislation
    • Lecture15.3
      Termination of employment through dismissal
    • Lecture15.4
    • Lecture15.5
    • Lecture15.6
      Employment tribunal
  • Recruitment and CPD 8

    Getting the best people. Developing the best people. Keeping the best people.

    • Lecture16.1
      HR planning – supply and demand of skills, job analysis
    • Lecture16.2
      Analysis of labour market
    • Lecture16.3
      Job descriptions
    • Lecture16.4
      Person specifications
    • Lecture16.5
      Recruitment and selection
    • Lecture16.6
      Contract of employment
    • Lecture16.7
      Retention of employees
    • Lecture16.8
      Training and development
  • Measuring and Rewarding Performance 5

    Knowing and measuring how your people are performing.

    • Lecture17.1
      Performance management
    • Lecture17.2
      Appraisal techniques – interview, setting SMART objectives
    • Lecture17.3
      Employee discipline
    • Lecture17.4
    • Lecture17.5
      Rewarding performance
  • Interpreting Business Accounts 7

    Using and understanding the litmus tests of business health.

    • Lecture18.1
      Basic bookkeeping processes and accounting methods
    • Lecture18.2
      Financial statements – preparation, uses, limitations
    • Lecture18.3
      Balance sheet
    • Lecture18.4
      Profit and loss account
    • Lecture18.5
      Cash flow statement
    • Lecture18.6
      Financial statement analysis
    • Lecture18.7
      Accounting standards – GAAP, SSAP, FRS, IAS
  • Tools of Financial Analysis 7

    Resources, tools, and techniques to keep a finger on the pulse of the business.

    • Lecture19.1
      Measuring financial performance – financial statements
    • Lecture19.2
      Financial ratios
    • Lecture19.3
      Liquidity and Working Capital
    • Lecture19.4
      Solvency and Gearing
    • Lecture19.5
    • Lecture19.6
      Repayment capacity
    • Lecture19.7
      Financial efficiency
  • Managing Cash and Working Capital 6

    Cash, cash flow and working capital. The lifeblood of business.

    • Lecture20.1
      Cash and working capital
    • Lecture20.2
      Working capital cycle
    • Lecture20.3
    • Lecture20.4
      Financial management – use of financial statements
    • Lecture20.5
    • Lecture20.6
      Raising finance
  • Exercises in Quantitative Analysis 7

    How to use and understand key figures.

    • Lecture21.1
      Data sources
    • Lecture21.2
      Statistical techniques – location and dispersion
    • Lecture21.3
      Forecasting – time series analysis, correlation, regression analysis
    • Lecture21.4
      Linear programming
    • Lecture21.5
      Networks and scheduling – critical path analysis
    • Lecture21.6
      Inventory management
    • Lecture21.7
  • Culture and Ethics 8

    The Culture and ethics involved in the business world today.

    • Lecture22.1
      The formal and informal organisation
    • Lecture22.2
      Approaches to culture – Schein, Handy, Deal and Kennedy
    • Lecture22.3
      Organisational socialization
    • Lecture22.4
      Hofstede’s research
    • Lecture22.5
      Stakeholders – identification, expectations, influence
    • Lecture22.6
      Legal controls
    • Lecture22.7
      Ethical principles and codes of practice
    • Lecture22.8
      Corporate social responsibility and corporate governance
  • Innovation and R&D 6

    Creating commercial advantage from innovation and research.

    • Lecture23.1
      Definitions of innovation
    • Lecture23.2
      Push/pull drivers
    • Lecture23.3
      Process of innovation (theory and practice) – classic view, the development funnel, the pentathlon framework
    • Lecture23.4
      Identifying and evaluating opportunities – internal and external sources, industry and market changes
    • Lecture23.5
      The business plan
    • Lecture23.6
      Corporate entrepreneurship and business innovation
  • Strategic and Systems Management 6

    Options for strategic direction. Making the right choices for your business.

    • Lecture24.1
      Supply chain management and typology
    • Lecture24.2
      Factors affecting supply chains – Porter’s and Drogan’s models
    • Lecture24.3
      Logistics and logistics management
    • Lecture24.4
      Value, price and costs elements
    • Lecture24.5
      Risk assessment and management
    • Lecture24.6
      Integrating strategic and systems management
  • Implementing and Managing Quality Systems 6

    Right first time, right every time. The place of quality in business strategy.

    • Lecture25.1
      Development of quality
    • Lecture25.2
      Customer satisfaction
    • Lecture25.3
      Quality and organisational structure
    • Lecture25.4
      Planning – standards, regulations and compliance
    • Lecture25.5
      Assurance – self-assessment and external assessment, models of assurance (Kaizen, TQM, Six Sigma)
    • Lecture25.6
      Control – customer complaints, Statistical Quality Control
  • Strategic Planning Tools 6

    Resources, tools, and ideas to help create an effective business strategy.

    • Lecture26.1
      Strategy process, vision and mission
    • Lecture26.2
      Macro-environment and industry analysis PESTLE, Porter’s Extended Five Forces
    • Lecture26.3
      Strategic space and strategic group analysis
    • Lecture26.4
      Customer appeals
    • Lecture26.5
      Core competencies – value chain analysis, balanced scorecard approach, SWOT
    • Lecture26.6
      Leadership styles
  • Strategies for Growth 8

    This module explores the different ideas of growth and the various tools, measures, and controls at a manager’s disposal in planning for growth

    • Lecture27.1
      Missions and visions – strategy statements, hierarchy of aims
    • Lecture27.2
      Key phases of growth – Greiner’s Six Turning Points
    • Lecture27.3
      Strategic capability – VRIN framework, RBV approach, the value chain
    • Lecture27.4
      Environmental analysis – SWOT, PESTLE, scenario planning, Porter’s Five Forces
    • Lecture27.5
      Strategic options – Porter’s generic strategies
    • Lecture27.6
      Diversification, integration and outsourcing – mergers and alliances
    • Lecture27.7
      Sources of finance
    • Lecture27.8
      Evaluating future strategies – Ansoff’s matrix, BCG growth-share matrix, Direction Policy matrix
  • The Business Plan 8

    Creating a plan that targets the stated aims and objectives of a business.

    • Lecture28.1
      Components of business plan
    • Lecture28.2
      Vision and mission – values and objectives (SMART)
    • Lecture28.3
      Internal and external environment – PESTLE, SWOT
    • Lecture28.4
      Analytical tools – Fishbone diagrams, PMI analysis, de Bono’s Thinking Hats, BCG matrix, Mind mapping, Force Field analysis
    • Lecture28.5
      Comparison with competitors – Gap analysis, benchmarking, industry standards
    • Lecture28.6
      Key Performance Indicators, Balanced Scorecard
    • Lecture28.7
      Accountability and responsibility
    • Lecture28.8
      Innovation and creativity
  • Developing High Performance Teams 7

    Cohesion and teamwork that enhances business performance.

    • Lecture29.1
      Organizational high performance – teams and individuals
    • Lecture29.2
      Leadership – Hersey-Blanchard
    • Lecture29.3
    • Lecture29.4
      Retaining high flyers
    • Lecture29.5
      Types and development of teams – Tuckman, Belbin
    • Lecture29.6
      Individual motivation – Maslow, Herzberg, McGregor
    • Lecture29.7
      Personal development planning and action plans
  • Managing Projects 7

    Getting things done. Using the right tools to run projects.

    • Lecture30.1
      Key features of projects
    • Lecture30.2
      Project management issues – scale, internal/external
    • Lecture30.3
      PRINCE2 – components and processes
    • Lecture30.4
      Initiation, definition and planning – presenting the business case, cost/benefit analysis, WBS, SOW
    • Lecture30.5
      Implementation, – networks, critical path analysis, linear programming, queuing theory, inventory management, Just-In-Time approach
    • Lecture30.6
      Monitoring and control
    • Lecture30.7
      Closure and project evaluation