1. 1.AIM

Operations and strategic management is at the core of an organization’s survival and growth. The aim of this module is to develop and assess the key competencies in both operations and strategic management functions.


At the conclusion of this module the candidate will be able to.

  • Understand the concepts, problems and practices of Operations and Strategic Management
  • Apply the management concepts in a business environment
  • Analyse the operations and strategic issues and factors involved in an organization and develop solutions and systems for the effective management of the organization.
  • Provide leadership and strategic focus to the organization’s members.

Evidence of assessed pre-requisite knowledge and understanding in the following disciplines must be demonstrated through the Institute’s examinations, or those of equivalent qualifications which have been approved as meeting the Institute’s qualifications.

  • All Part A
  • Marketing
  • Human Resources Management
  • Financial Accounting
  • Information Technology
    1. 1.Operations Management
    2. 1.1.Business Organization
    3. 1.2.Management
    4. 1.3.Globalization and Management
    5. 1.4.Culture
    6. 1.5.Quality
    7. 1.6.Planning
    8. 1.7.Organization and Organising
    9. 1.8.Controlling
    10. 1.9.Leading
    11. 1.10.Managerial Accountability and Authority
    12. 1.11.Organization
    13. 1.12.Risk Management
      1. 2.Strategic Management
      2. 2.1.Concept of Strategy
      3. 2.2.Analysis of the Environment
      4. 2.3.Competitive Advantage
      5. 2.4.Strategy Formulation in Global Industries
      6. 2.5.Generic Corporate Strategy
      7. 3.6.Implementation

The various business facets in the business and their interrelationship. The role of the administrator, vis-à-vis sales, production, marketing, finance, planning and other functions. The use of organization and control charts.

The role of management in organizations. Difference between the role of the “Director” and that of “Manager”. Leadership, direction and motivation, including the management of managers; training and development, management succession.

The transition from functional to general management.

Meaning of globalization, competitiveness, influence of governments.

Human resource / marketing / finance and production challenges faced.

Organizational culture,

Corporate culture and performance,


Importance and value of quality, implementing quality systems.

Types of quality systems.


Importance and value of planning.

Strategic and operational plans.

Corporate level planning,

Business Unit planning,

Functional level planning.

Organization Hierachy, Departmentalisation, Integration, Coordination. Organization structure and design: The Functional Organization, the application of Contingency Theory, Organization Change and Development (OD), Matrix Organizations for projects, Line and Staff authority, Delegation, Decentralisation. The impact of technology and the environment on organizations. The organization and coordination of the main organizational functions of Production/Operations, Marketing, Research and Development. The development of corporate plans including an introduction to business and technological forecasting. The problems of large organizations; centralisation and de-centralisation; autonomy and control; problems of diversification, mergers. Management of small business. Project Management. Human resources planning, recruitment, selection, training.

Control process, control systems, financial controls, budgets, audits.

Operations management, operation systems, planning and control.

Information systems – computer based MIS, security, knowledge management.

Motivation – Theories of motivation, contemporary views on motivation defining leadership, effective and ineffective leaders.

Contigency approaches to leadership.

Personal characteristics.

Teams – Types of team, characteristics of teams, effective teams.

Communication – Interpersonal communication, communication process, communication in organizations. The internet, intranets, electronic mail.

Negotiating – Managing conflicts.

The constraints and choices facing managers. Delegation; authority accountability and responsibility; setting of objectives and management by objectives.

Organization structure and design: the application of contingency theory, matrix or project structures. The impact of technology and the environment on organizations. The organization and co-ordination of the main organizational functions of production or operations, marketing, research and development. The development of corporate plans including an introduction to business and technological forecasting. The problems of large organizations; centralization and decentralization: autonomy and control; problems of diversification mergers. Management and small business.

The evaluation of risks and determination of which should be the subject of insurance policies. Averaging.

1.         What is Strategy – importance of strategic management

2.         Role and Development of Strategy – vision, mission, objectives, crafting a strategy.

3.         Sources of Profit and Distinction between Corporate and Business Strategy

4.         Functional strategies

Analysing the Industry, competition and demand, segmentation of industry, strategic groups, evaluation of company’s resources and competitive capabilities.

Nature and source of competitive advantage.

Generic competitive strategies, vertical intergration, co-operative strategies, offensive and defensive strategies, matching company to firm’s situation.

Cost advantage

Differentiation advantage

Technology intensive, Labour Intensive

International competition

International location of production

Globalization versus national differentiation

Strategy within Multinational corporations

Limited growth strategies, growth strategies, retrenchment, combination strategies, generic competitive strategies. Building shareholder value, Diversification Strategies. Related and unrelated Diversification Strategies, Divestiture, Corporate turnaround, Restructuring. Multinational Diversification.

Organizational culture, types of cultures, leading and implementing change, dealing with resistance to change.

Strategic Leadership – Responsiveness, innovativeness, company politics, ethical behaviour.

Building Capable Organizations, core competencies and competitive capabilities.

Budgets and policies, information systems, reward systems.

Four hour examination paper

Stoner JAF

Freeman RE

Gilbert DR (2000)

Management (6 Edition) Prentice Hall of India New Delhi
Chingosho E (2008) Strategic Management Text and Cases ICSAZ Harare
Chingosho E (2008) General Management ICSA Harare