- Analysing internal strengths and weaknesses in the organisation. - Scanning external threats and opportunities in the environment

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1 MODULE SPECIFICATION UNDERGRADUATE PROGRAMMES KEY FACTS Module name Advanced Strategic Management Module code BS3107 School Cass Business School Department or equivalent UG Programme UK credits 15 ECTS 7.5 Level 6 Delivery location (partnership programmes only) MODULE SUMMARY Module outline and aims The main objective is to analyse the ways in which organisations identify long-term objectives and mission; their internal strengths and weaknesses; and external threats and opportunities so as to appreciate their core competencies and available options from which to choose and formulate strategies to achieve their goals of growth and diversification. What is strategy, whose responsibility and why it matters. Differences between planning and strategy. Five steps from formulation to implementation of corporate strategy. Why different agencies choose different strategy like portfolio analysis, PIMS/BCG/GE matrices, competitive strategy and competitive advantage of enterprises and nations, as well as corporate strategies of turnaround, penetration, diversification, divestment, merger, acquisition, joint venture and alliances. Strategic issues of management of projects, as well as privatisation and restructuring of public enterprises. Issues of strategic leadership, as well as strategic implications of e- commerce. The course includes cases of strategic management and leadership of companies like Daimler-Benz, Nagarjuna Fertilisers, Sainsbury/Tesco, Sony, IBM, Chrysler, GEI, Coca-Cola, Tata, British Petroleum etc - with emphasis on how CEO's outperform each other. Content outline - Strategy, plan and tactics, mission, objectives and targets - Analysing internal strengths and weaknesses in the organisation - Scanning external threats and opportunities in the environment - Five steps in choosing a strategic plan - Strategic planning model of turnaround - PIMS/BCG - Differences between strategic plan and strategic management

2 - Beyond competition and re-engineering. Strategy as stretch, leverage and intent. - Strategic issues in: public enterprise reform and privatisation, management of projects, management of diversification, merger, joint venture and divestment - Issues of strategic leadership - profile of a global manager in the 21st Century WHAT WILL I BE EXPECTED TO ACHIEVE? On successful completion of this module, you will be expected to be able to: Knowledge and understanding: - Understand and apply different theoretical perspectives of strategy e.g. Classical Planning theories of Strategy - Understand Emerging Strategy Paradigms and schools of thought. - Enhance your understanding of studying organizations via learning's generated from case-based analysis. Skills: - Gain effective presentation and report writing skills - Work effectively in a team and on an individual basis - Apply selection of key tools and techniques developed in the context of studying organisation strategy. - Build on your structured thinking and be able offer challenging perspectives on organization's future courses of action. - Conduct desk based and secondary research - Work towards set of deadlines - Critically evaluate scholarly papers and be able to discuss effectively - Communicate your analysis to the peer group - Present in a professional style Values and attitudes: - Gain confidence in interpreting organization and managerial actions from knowledge gained from reading original sources and thinking about the literature in a critical way.

3 - Aware of organization dynamics which in turn generates awareness of different set of variables which can impact traditional mode of strategy planning HOW WILL I LEARN? Lectures and class discussion. Teaching pattern: Teaching component Teaching type Contact Selfdirected study Placement Lectures Lecture Totals Total student learning WHAT TYPES OF ASSESSMENT AND FEEDBACK CAN I EXPECT? Assessments Generate a critical overview of an allocated journal paper. - Class Discussion on Journal Papers every week - Case based Report and Presentation. Group Case Based Coursework (Report and Presentation). Individual closed book exam. In-Class assessed tasks e.g. short case based presentations, e.g. one page abstracts on journal readings. Assessment pattern: Assessment component Coursework Exam 2.25 Assessment type Oral assessment and presentation Written Exam Weighting Minimum qualifying mark Pass/Fail? 40 0 N/A 60 0 N/A

4 Assessment criteria Assessment Criteria are descriptions of the skills, knowledge or attributes students need to demonstrate in order to complete an assessment successfully and Grade-Related Criteria are descriptions of the skills, knowledge or attributes students need to demonstrate to achieve a certain grade or mark in an assessment. Assessment Criteria and Grade-Related Criteria for module assessments will be made available to students prior to an assessment taking place. More information will be available from the module leader. Feedback on assessment Following an assessment, students will be given their marks and feedback in line with the Assessment Regulations and Policy. More information on the timing and type of feedback that will be provided for each assessment will be available from the module leader. Assessment Regulations The Pass mark for the module is 40%. Any minimum qualifying marks for specific assessments are listed in the table above. The weighting of the different components can also be found above. The Programme Specification contains information on what happens if you fail an assessment component or the module. INDICATIVE READING LIST The Strategy Process by Mintzberg, Lampel, Quinn, Ghoshal, (2003) 4th edition, Prentice Hall. Version: 1.0 Version date: July 2012 For use from: Appendix: see for the full list of JACS codes and descriptions CODES HESA Code Description Price Group 27 Business and Management D Studies JACS Code Description Percentage (%) N200 The study of managing 100 organisations.

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