Module Database Search
| MODULE DESCRIPTOR | |||
|---|---|---|---|
| Module Title | |||
| Strategic Management Environment (Health and Social Care) | |||
| Reference | BSM027 | Version | 3 |
| Created | October 2021 | SCQF Level | SCQF 11 |
| Approved | April 2018 | SCQF Points | 15 |
| Amended | December 2021 | ECTS Points | 7.5 |
| Aims of Module | |||
|---|---|---|---|
| None. | |||
| Learning Outcomes for Module | |
|---|---|
| On completion of this module, students are expected to be able to: | |
| 1 | Interrogate and interpret the key constituents of the strategic management environment, evaluating the implications for organisational design and strategic development. |
| 2 | Evaluate the relationship between the strategic environment and choice and decision-making options for strategic managers. |
| 3 | Utilise clusters of analytical approaches, tools and techniques which underpin problem and opportunity identification in the strategic management environment. |
| 4 | Investigate the relationship between the organisation and its stakeholder groups, recognising the potentially contradictory perspectives and notions of strategic value and purpose held by different interest groups. |
| Indicative Module Content |
|---|
| Defining the strategic management environment within the health and social care sector; differentiating strategic and operational management issues; exploring the relationship between culture and the strategic environment; exploring different organisational contexts, with a focus on the health and social care sector including both the public sector and not-for-profit; approaches to understanding the strategic business environment; analysing and interpreting the wide external environment; analysing and interpreting the operating and competitive environment; analysing and interpreting the internal organisational environment within the health and social care sector, including organisational culture, orientation and style; analysing factors influencing strategic choices, including organisational capability and allocation; strategy, organisational design and structure - the 'strategic architecture' of the firm; corporate and strategic governance; strategic leadership; ethics and corporate social responsibility. |
| Module Delivery |
|---|
| Weekly lectures introduce the core conceptual and theoretical discourse in the discipline, supported by tutorial activites to develop skills and application through case study analysis and development |
| Indicative Student Workload | Full Time | Part Time |
|---|---|---|
| Contact Hours | N/A | 24 |
| Non-Contact Hours | N/A | 126 |
| Placement/Work-Based Learning Experience [Notional] Hours | N/A | N/A |
| TOTAL | N/A | 150 |
| Actual Placement hours for professional, statutory or regulatory body |
| ASSESSMENT PLAN | |||||
|---|---|---|---|---|---|
| If a major/minor model is used and box is ticked, % weightings below are indicative only. | |||||
| Component 1 | |||||
| Type: | Coursework | Weighting: | 100% | Outcomes Assessed: | 1, 2, 3, 4 |
| Description: | Written management report | ||||
| MODULE PERFORMANCE DESCRIPTOR | |
|---|---|
| Explanatory Text | |
| Component 1 comprises 100% of the module grade. To pass the module, a D grade is required. Module Pass Mark = Grade D (40%) | |
| Module Grade | Minimum Requirements to achieve Module Grade: |
| A | A |
| B | B |
| C | C |
| D | D |
| E | E |
| F | F |
| NS | Non-submission of work by published deadline or non-attendance for examination |
| Module Requirements | |
|---|---|
| Prerequisites for Module | None in addition to course entry requirements or equivalent. |
| Corequisites for module | None. |
| Precluded Modules | None. |
| ADDITIONAL NOTES |
|---|
| The lecture series to be delivered as audiocasts for the online-distance-learning cohort, supplemented with additional textual information and tutorial activity support, as appropriate. |
| INDICATIVE BIBLIOGRAPHY | |
|---|---|
| 1 | JOHNSON, G., WHITTINGTON, R., SCHOLES, K., ANGWIN, D. and REGNER, P., 2019. Exploring strategy: text and cases. 12th ed. Harlow: Financial Times/Prentice Hall. |
| 2 | MINTZBERG, H., LAMPEL, J. and AHLSTRAND, B., 2008. Strategy bites back: it is a lot more and less than you ever imagined. Harlow: Financial Times/Prentice Hall. also e-book. |
| 3 | GRANT, R.M., 2019. Contemporary strategy analysis. 10th ed. West Sussex, UK: John Wiley & Sons. |
| 4 | LYNCH, R., 2021. Strategic management. 9th ed. Harlow: Pearson. ebook |
| 5 | GRANT, R.M. and JORDAN, J., 2nd ed., 2015. Foundations of strategy. West Sussex, UK: John Wiley & Sons. |
| 6 | BENSOUSSAN, B. and FLEISHER, C.S., 2013. Analysis without paralysis: 12 tools to make better strategic decisions. 2nd ed. New Jersey: Pearson. |
| 7 | ADDITIONAL READINGS: Financial Times Long Range Planning Business press in general DATABASES: Business Source Complete Emerald Science Direct. |