|| MBM8010 |
|| STRATEGIC MANAGEMENT |
|| 2004/2005 |
|| Mr Richard D Godfrey |
|| Semester 2 |
| Course delivery
|| Lecture || 20 Hours 2 hours per week |
|Assessment Type||Assessment Length/Details||Proportion|
|Semester Exam||2 Hours ||60%|
|Semester Assessment|| One 2000-3000 word essay - 40%||40%|
|Supplementary Exam|| ||100%|
Learning outcomesOn 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.
To provide an increased understanding of the many, often conflicting, approaches to strategic management and to critically reflect on the assumptions, possibilities and limitations of each approach.
To provide an awareness of how strategy functions within the wider internal and external business environment.
To provide students with the necessary skills to apply their learning to a wide range of situations and scenarios.
Introduction to strategy and modes of strategy formation
Analysis of various strategy frameworks
International strategy and the impact of globalisation
The role of the strategist
Business ethics and corporate responsibility
For many, strategy appears to be the very pinnacle of the hierarchy of management subjects. However, there is little agreement on what strategy is. This is the backdrop that sets the concerns and problematics that this course deals with. We examine a number of different theories and frameworks of strategic management and their origins and consider the prescriptions and shortcomings associated with each of them.
** Supplementary Text
Scholes, K. Johnson, G. and Whittington, R. (2004) Exploring Corporate Strategy: Text and Cases.
Harlow: FT Prentice Hall
Grant, R (2004) Contemporary Strategy Analysis
Mintzberg, H. Ahlstand, B. and Lampel, J (1998) Strategy Safari
Harlow: FT Prentice Hall.
White, C. (2004) Strategic Management
Hampshire: Palgrave Macmillan
** Essential Reading
De Wit, R and Meyer, R (2004) Strategy: Process, Content, Context
3rd edition. International Thomson Business Press, London
This module is at CQFW Level 7