Module Database Search
| MODULE DESCRIPTOR | |||
|---|---|---|---|
| Module Title | |||
| Strategic Management | |||
| Reference | BSM147 | Version | 7 |
| Created | August 2021 | SCQF Level | SCQF 11 |
| Approved | May 2017 | SCQF Points | 15 |
| Amended | August 2021 | 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 | 90 | 66 |
| Non-Contact Hours | 60 | 84 |
| 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. | |||||
| 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 calculation of the overall grade for this module is based on 50% weighting of C1 and 50% weighting of C2 components. An overall minimum grade D is required to pass the module. | ||||||||
| Coursework: | ||||||||
| Coursework: | A | B | C | D | E | F | NS | |
| A | A | A | B | B | C | E | ||
| B | A | B | B | C | C | E | ||
| C | B | B | C | C | D | E | ||
| D | B | C | C | D | D | E | ||
| E | C | C | D | D | E | E | ||
| F | E | E | E | E | E | F | ||
| 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 |