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| Unit name |
Strategic Management |
| Unit code |
MGRCM1001 |
| Credit points |
15 |
| Level of study |
M/7
|
| Teaching block(s) |
Teaching Block 2 (weeks 13 - 24)
|
| Unit director |
Dr. Humphrey Bourne |
| Open unit status |
Not open |
| Pre-requisites |
MGRCM1000
|
| Co-requisites |
None
|
| School/department |
School of Management - Business School |
| Faculty |
Faculty of Social Sciences and Law |
Description including Unit Aims
Strategy is concerned with the overall direction of organisations including multinationals, start-ups, government agencies and not-for-profits. The aims of the unit are to develop students’ knowledge and understanding of the theories, process and practices of strategy and strategic management, and to develop their ability to think and act strategically. Learning is developed through the use of case studies, exercises, readings, discussion and lectures. Students are exposed to different schools of thought on strategic management and are encouraged to examine critically classical and modern approaches to strategy formulation, selection and realisation. Over the course of the unit, students will have the opportunity to integrate ideas and concepts learned from other units studied on the programme.
Intended Learning Outcomes
By the end of the module, students should be able 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;
- Apply theories, concepts and techniques of strategy in practical contexts in order to identify and appraise strategic issues facing organisations;
- Analyse and interpret the application of theories, concepts and techniques in order to develop and evaluate alternative strategies
- Identify key issues affecting the realisation of intended strategies in practical contexts
- Develop and agree a group diagnosis of a current strategic situation in order to develop appropriate actions, and present and defend these orally.
Teaching Information
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.
Assessment Information
Group Assignment (50%)
Students work in international groups of 4-6 on a ‘live’ case study of their choice. The assignment requires group members to selecting a current strategic situation affecting an organisation, to analyse the issues and to develop and propose solutions. Assessment is by oral presentation and defence of their work (25%), and a written report (75%). It tests:
- Knowledge of principle theories, concepts and techniques of strategy and strategic management;
- Application of theories, concepts and techniques of strategy in practical contexts in order to identify and appraise strategic issues facing organisations;
- Analysis and interpretation of the application of theories, concepts and techniques in order to develop and evaluate alternative strategies
- Identification of key issues affecting the realisation of intended strategies in practical contexts
- Working in groups to develop and agree a group diagnosis of a current strategic situation
- Ability to work as a group to present and defend ideas, analyses, and conclusions and solutions both orally to an audience, and in a report.
2-Hour unseen 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
- Identify key issues affecting the realisation of intended strategies in a range of practical contexts.
Reading and References
- Johnson, G., Scholes, K & Whittington, R. (2011) Exploring strategy, 9th Edition, Harlow: Pearson Education.
- Grant, R. M. (2010), Contemporary Strategy Analysis, 7th ed, Oxford: Blackwell
- Clegg, S., Carter, C. Kornberger, M. & Schweitzer, J (2011) Strategy: Theory and Practice, London: Sage Publications
- De Wit, R. & Meyer, R. (2010), Strategy: Process, content, context. 4th ed. Andover: Cengage.
- Strategic Management Journal
- Harvard Business Review
