Unit name | Strategic Management |
---|---|
Unit code | ECONM2025 |
Credit points | 15 |
Level of study | M/7 |
Teaching block(s) |
Teaching Block 2 (weeks 13 - 24) |
Unit director | Dr. Beckett |
Open unit status | Not open |
Pre-requisites |
ECONM1013 |
Co-requisites |
None |
School/department | School of Management - Business School |
Faculty | Faculty of Social Sciences and Law |
This unit combines the theory of strategic management with its practice. Various theoretical approaches are used and different key areas are examined. Case studies are used to give practical applications of theory. After an introduction that outlines the basics of strategic management there are three main sections dealing with: strategic analysis, strategic choice and strategy implementation. This unit will particularly develop issues relating to strategic choice and implementation.
By the end of the module, students should be able to:
Lectures introduce theoretical concepts and ideas that inform the subject. Tutorials include readings, exercises and case studies. Additional reading and the active use of the Blackboard online learning environment is designed to develop a depth of understanding.
One piece of assessed course work - 50%
The course work tests students’ ability to: identify, describe and critically evaluate the principle theories, concepts and techniques of strategy and strategic management; and apply theories, concepts and techniques of strategy to cases studied contexts in order to discuss and critically appraise strategic issues facing organisations.
Students receive formative feedback on the preparation of this assignment approximately two weeks before its due date.
2 hour exam - 50%
The exam tests students’ ability to:
Identify and describe the principle theories, concepts and techniques of strategy and strategic management; critically evaluate theories, concepts and techniques of strategy and strategic management; appraise the efficacy of theories, concepts and techniques of strategy in different practical contexts; and identify key issues affecting the realisation of intended strategies in a range of practical contexts
Strategic Management Journal Harvard Business Review