module specification

The module equips aspiring managers with the skills and techniques required to critically analyse contemporary organisations and to develop realistic, creative, and informed proposals for future strategic direction and change implementation.

• To develop knowledge and understanding of a range of practical strategic management tools for analysis, choice making and change implementation and how to critically select and apply them in a wide range of contexts
• To enable students to use their analysis of contemporary organisations to develop persuasive, creative, realistic and informed proposals for an organisation’s future strategic direction and goals
• To develop an understanding of different forms of strategising activity, the range of different strategy roles and the skill set required to be an effective  strategy practitioner
• To enhance student employability by developing transferable skills such as researching, analysis, evaluation and decision making, presenting data, persuading and implementing

• What is strategy? Definition and links with other disciplines
• Strategy analysis: analysing organisational purpose and scope
• Strategy analysis: analysing the internal and external environment
• Strategy choice: assessing business unit and corporate level strategy options
• Strategy choice: evaluating strategic choices and making strategic decisions
• Strategy change: designing and implementing strategic change
• Different schools of strategic thought, different processes and practices of strategy making
• Strategic leadership
• Understanding the variety of strategy jobs and the skills required to be an effective strategist

This module will be delivered through weekly workshops. A key starting point for the workshops will be an explanation to the students for the choice of this method of delivery and exploration and advice as to how individuals can maximise their own learning. Concepts of action and experiential learning will be revisited and students reminded to focus particularly on the opportunities the classroom sessions provide to engage in, and reflect upon, their aspirations as soon to be graduates. These weekly workshops will consist of a combination of theoretical input, reports on independent reading, action centred and problem-based tasks, supported by multimedia, including DVDs and student led discussions and peer evaluation. Theoretical input will focus on the explanation of key strategic tools and outlining the stages in the formulation of strategic decisions and implementation of change. Classroom sessions will be supported with on line activities and participation in competitive business simulations which will be facilitated by tutorial staff.
Weblearn: will be used for the distribution of the Module booklet. It will also be used as an interactive mechanism between students and tutors, for example, to direct students to particular readings or to provide news about the module or the module content. The portfolios will be stored on an appropriate e-platform such as WebLearn.

On completing the module students will be able to

1. Analyse an organisation or industry situation using an appropriate range of strategic management frameworks and analytical concepts and techniques.
2. Develop and evaluate a range of strategic options to address strategic issues in a particular organisational situation and present a persuasive case for a particular course of action
3. Identify the main issues confronting an organisation when developing and implementing strategic change and make recommendations for managing and implementing change effectively
4. Demonstrate an understanding of a range of different approaches to the process of strategy development and be able to critically discuss the limitations and relevance of different approaches and  practices for a particular context, such as a very fast-changing  environment
5. Work effectively both in a team and independently on a given business task or project. Be able to reflect on own contribution and provide constructive feedback on the contribution of others.
6. Demonstrate an understanding of the range of different types of strategy roles and the different skills required as a strategy practitioner, for example, for planners, analysts, strategy consultants

Assessment comprises an e-portfolio consisting of a range of items. The preparation of portfolio items will be on-going throughout the year. Signpost dates are set for each item. This will allow time for the item requirements to be clarified, drafts prepared and brought to and considered in classroom sessions.  Submission will be on line using an appropriate e-portfolio platform. This will ensure submission dates are met and student progress monitored. Items will be marked and typed feedback will be provided within the agreed timeframe.
The weighting of the individual portfolio items is designed to ensure compliance with assessment tariff guidelines and to ensure appropriate evidence of meeting all learning outcomes.

Core text book
Johnson, G., Whittington, R., Scholes, K., Angwin, D., and Regnér, P. (2013), Exploring Strategy, Ed10, Pearson
Recommended reading
Balogun, J. and Hope-Hailey, V. (2008) Exploring Strategic Change, Ed3, Prentice Hall
Grant, R (2012), Contemporary Strategy Analysis: concepts, techniques, applications Ed 8. Blackwell.
Grant, R. and Jordan, J. (2012) Foundations of Strategy, Wiley
Hayes, J. (2014) The Theory and Practice of Change Management, Ed4, Palgrave Macmillan
Ireland, R., Hoskisson, R., and Hitt, M. (2012) The Management of Strategy: Concepts and Cases, Ed10, Cengage Learning
Johnson, G. Scholes, K. and Whittington, R. (2011), Fundamentals of Strategy, Ed2, Prentice Hall.
Lynch, R. (2011) Strategic Management, Ed6, Pearson
Wickham, L. and Wilcock, J. (2012) Management Consulting: Delivering an Effective Project, Ed4. Pearson
Academic Journals
Long Range Planning and Harvard Business Review and Strategic Management Journal
are all available via the Library catalogue