| Module Identifier |
MBM8010 |
| Module Title |
STRATEGIC MANAGEMENT |
| Academic Year |
2003/2004 |
| Co-ordinator |
Professor Robert E Morgan |
| Semester |
Semester 2 |
| Course delivery |
Lecture | 20 Hours 2 hours per week |
| Assessment |
| Assessment Type | Assessment Length/Details | Proportion |
|---|
| Semester Exam | 2 Hours | 70% |
| Semester Assessment | Group project | 30% |
|
Learning outcomes
On successful completion of this module students should be able to:
Candidates will be able to:
-
Critically evaluate issues in strategic management process, content and context;
-
Appreciate the strengths and weaknesses of environmental assessment tools and techniques;
-
Understand that there are various ''means'' of an organization achieving competitive advantage in marketplaces and be able to recognize the effects of industry, market and competitive dynamics on the sustainability and development of such a market position;
-
Recognize that change is rarely ad hoc but rather should be continuous and a feature of organizational health;
-
Consider new and emerging forms of competitive activity ? specifically understanding the concept of ''coopetition'' (collaborating with ones competitors); and,
-
Understand that the assumptions underlying the linear, sequential and prescriptive models of strategic planning - and, in turn, recognize the value of complexity theory in strategy formation.
Content
Brief description and objectives: This course attempts to synthesise the conceptual, theoretical and practical aspects of strategic management. Often considered as a 'capstone' course on MBA and other management masters programmes, this module deals with: the industry, market and competitive forces affecting the firm, the resources and capabilities within the firm necessary to achieve and sustain advantage; the context, content and processes that underlie effective strategic management; and the implementation and organisational change issues underlying competitive market evolution.
Contemporary themes that will be introduced within the module include: globalisation; the relevance of 'time' in intra-organizational terms; technological advances; new competitive entrants into and exits from markets; changing market structures/boundaries; emerging modes of distribution of customer delivery; and, evolving customer needs.
The teaching methodology shall employ the traditional lecture format as the primary delivery vehicle but, within class, debate will be encouraged. Delivery will extend to incorporate discussion of case vignettes, video-clippings and case analyses.
Reading Lists
Books
** Essential Reading
Hitt, M A, Ireland, R D and Hoskisson, R E (2003) Strategic Management: Competitiveness and Globalisation (Concepts and Cases)
5th edition. Thomson/South Western ISBN 0-324-11479-6
Johnson, G and Scholes, K (2001) Exploring corporate Strategy: Text and Cases
6th edition. FT/Prentice Hall. Principal text and recommended purchase.
Bowman, C (1998) Strategy in Practice
FT/Prentice Hall
Bowman, C and Faulkner, D (1997) Competitive and Corporate Strategy
Irwin, London (out of print but library has a small number of copies) ISBN 0-2562-1423-9
Lynch, R (2000) Corporate Strategy
Prentice Hall/Financial Times, London ISBN 0-273-64303-7
Mintzberg, H, Quinn, J B and Ghoshall, S (1999) The Strategy Process
Revised European Edition, Prentice-Hall, Hemel Hempstead ISBN 0-13-675984 X
De Wit, R and Meyer, R (1998) Strategy: Process, Content, Context
2nd. International Thomson Business Press, London ISBN 1-86152-139-1
Notes
This module is at CQFW Level 7