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MODULE DESCRIPTOR
Module Title
Strategic Management
Reference BSM147 Version 6
Created March 2017 SCQF Level SCQF 11
Approved September 2014 SCQF Points 15
Amended August 2017 ECTS Points 7.5

Aims of Module
To provide a comprehensive over-view of the strategic management process in a range of contexts, integrating previous study across the range of management and business functions. To explore debates and issues in current strategic thinking and practice, supporting strategic problem and opportunity identification, analysis and decision-making in complex, dynamic environments. To evaluate the nature of strategic tensions and paradoxes which influence strategic development, orientation and style within the organization.

Learning Outcomes for Module
On completion of this module, students are expected to be able to:
1 Integrate understanding of functional aspects of management and explore their contribution to strategic management within organizations
2 Analyse debates and issues in current strategic management discourse, understanding the relationship between strategic theory and practice in problem and opportunity identification, analysis and decision-making in complex, dynamic environments.
3 Evaluate the nature of strategic tensions and paradoxes which influence strategic development, orientation, implementation and style, exploring the relationship between strategic action and consequences within the organisational setting.
4 Effectively analyse strategic issues within the organizational context, employing a range of approaches, techniques and tools, understanding the strengths and limitations of particular approaches in strategic choice and decision-making; apply the outcomes of strategic analysis within strategic decision-making process

Indicative Module Content
An over-view of the strategic management process; levels of strategy; strategic thinking: rational and generative; Approaches to strategy formation; intended strategy and planning; emergent strategy and incrementalism; strategic orientation, the competitive perspective; the resource-based perspective; key elements in strategic implementation; putting strategic intention into practice - objectives and performance measures; strategic enablers and inhibitors; growth direction and concepts of performance

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. A competitive business simulation involving integrated manufacturing and multinational trading is a feature of this module. This involves small team groups that simulate `boardroom decision making' with resulting corporate and implementation plans and reviews followed by group and individual review and analysis.

Indicative Student Workload Full Time Part Time
Contact Hours 84 84
Non-Contact Hours 66 66
Placement/Work-Based Learning Experience [Notional] Hours N/A N/A
TOTAL 150 150
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 [for the purposes of the Key Information Set (KIS)]
Component 1
Type: Coursework Weighting: 50% Outcomes Assessed: 1, 2, 3
Description: Individual Written report
Component 2
Type: Coursework Weighting: 50% Outcomes Assessed: 4
Description: Team-based portfolio submission including reflection on business simulation

MODULE PERFORMANCE DESCRIPTOR
Explanatory Text
The Module is assessed by two components: C1 - Coursework - 50% weighting. C2 - Coursework - 50% weighting. Module Pass Mark = Grade D (40%)
Module Grade Minimum Requirements to achieve Module Grade:
A At least 70% on weighted aggregate and at least 35% in each component
B At least 60% on weighted aggregate and at least 35% in each component
C At least 50% on weighted aggregate and at least 35% in each component
D At least 40% on weighted aggregate and at least 35% in each component
E At least 35% on weighted aggregate
F Less than 35% on weighted aggregate
NS Non-submission of work by published deadline or non-attendance for examination

Module Requirements
Prerequisites for Module BSM146 Strategic Management Environment or equivalent.
Corequisites for module None.
Precluded Modules None.

ADDITIONAL NOTES
The lecture programme will be delivered as audiocasts for online-distance-learning students, supplemented with additional textual and tutorial support, as appropriate

INDICATIVE BIBLIOGRAPHY
1 DE WIT, B. and MEYER, R., 2014. Strategy: an international perspective. 5th ed. Andover: South Western Publishing
2 SENGE, P., 1990. The fifth discipline: the art and practice of the learning organization. New York: Century Business.
3 RUMELT, R., 2011. Good strategy, bad strategy: the difference and why it matters. London: Profile Books.
4 MINTZBERG, H., LAMPEL, J. and AHLSTRAND, B., 2009. Strategy safari: the complete guide through the wilds of strategic management. 2nd ed. Harlow: Financial Times/Prentice Hall.
5 JOHNSON, G., WHITTINGTON, R., SCHOLES, K., ANGWIN, D. and REGNER, P., 2014. Exploring strategy, text and cases. 10th ed. Harlow, UK: Pearson.
6 Journals: Harvard Business Review Long Range Planning Strategic Management Journal

 

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