MODULE HANDBOOK

MODULE HANDBOOK

Strategic Management and Sustainability

M3X9111/SBUS6120

LEVEL 6
SCHOOL OF BUSINESS, FINANCE AND MANAGEMENT
FACULTY OF BUSINESS AND MANAGEMENT
Semester 1 2015-2016

Lecture Schedule Semester 1 2015/16
Strategic Management
Undergraduate Business Portfolio – Level 6/Year 4
LECTURE SCHEDULE SEMESTER 1 2015/16
Week Commencing Week no. Lecture Topic
Sept 28th 1 Strategy – an introduction – the basic concepts of strategy.
Objectives, Strategies and Tactics – the relationship between objectives, strategies and tactics.
Oct 5th 2 Assessing Corporate Capabilities – a review of the internal and external environment (micro and macro environment).
Business – Level Strategy – SBU’s, competitive advantage.
Oct 12th 3 Business – Level Strategy – Generic Strategies.
Business – Level Strategy – The Strategy Clock
Oct 19th 4 Strategic Directions and Corporate – Level Strategy – growth strategies – Ansoff’s product market matrix.
Strategic Directions and Corporate – Level Strategy – offensive and defensive strategies – Kotler and Singh.
Oct 26th 5 Assessing Corporate Capabilities – a review of the internal and external environment (micro and macro environment).
Strategic Analysis – Techniques for Internal Analysis – Value Chain.
Nov 2nd 6 Strategic Analysis – the External Environment and Information Needs – Micro Environment
Strategic Analysis – the External Environment and Information Needs – Macro Environment.
Nov 9th 7 Assignment Drop in Sessions
Nov 16th 8 Reputation and Corporate Social Responsibility – Satisfying Stakeholders’ Expectations Through Sustainability.
Instilling Creativity and Innovation – Exploiting Innovation for Effective Strategies.
Nov 23rd 9 Distribution of case study for exam – discussion on case study.
Consolidation and Exam Revision
Nov 30th 10 Consolidation and Exam Revision
Dec 7th 11 Individual Assignment Feedback and Consolidation
Christmas Break (3 weeks)
Jan 4th 12 Consolidation and Exam Revision
This schedule is a guide only and may be changed where thought necessary by the lecturer.
Essential Reading

Hooley, G, Piercy, N F and Nicoulaud, B (2012) Marketing Strategy and Competitive Positioning, London: Prentice Hall

Johnson, G, Scholes, K and Whittington, R (2011) Exploring Corporate Strategy: Text and Cases, London: Prentice Hall

Thompson, J and Martin, F (2005) Strategic Management: Awareness and Change, London: Thomson

Background Reading

Dibb, S and Simkin, L (2008) Marketing Planning, London: Cenpage

Drummond, G, Ensor, J and Ashford, R (2007) Strategic Marketing: Planning and Control, Oxford, Butterworth Heinemann

Johnson, G, Scholes, K and Whittington, R (2010) Fundamentals of Strategy, London: Prentice Hall

Palmer, A and Hartley, B (2008) The Business Environment, Maidenhead: McGraw-Hill

Porter, M E (2004) Competitive Advantage – Creating and Sustaining Superior Performance, London: Harper Collins

Journals
British Journal of Management
Harvard Business Review
Harvard Business Review
Journal of Business Strategy
Journal of Strategic Management Society
Long Range Planning
Management Review
Management Today
Strategic Management Journal
The Economist

Websites

http://www.booksites.net
http://www.cim.co.uk
http://www.cim.co.uk/knowledgehub
http://www.connectedinmarketing.com
http://cyberatlas.internet.com
http://www.emarketer.com
http://marketing.haynet.com
http://www.marketresearch.org.uk
www.shapetheagenda.co.uk
Assessments

The assessment for the first part of the module will involve an assignment, in the form of a report.
The Assessment for the second part of the module will involve a 2 hour examination. All of the questions in this exam will be based on a case study, which will be pre-released. It will be an open exam and students will be allowed to take into the exam two word processed sides of A4 note paper.
Learning Strategy

There will be four one hour sessions per week two will be a lecture and two will be a tutorial. In the lecture the key theoretical ideas and concepts will be presented and in the tutorial students will apply the theoretical issues to real life decisions to develop practical skill. Students will be expected to prepare seminar presentations and analyse cases for tutorial presentations.

Physical Resources

Lecture theatre.
Tutorial room
White board.
OHP projector
Computer Room

MODULE CODE: M3X9111
MODULE CODE: SBUS6120
TITLE: Strategic Management and Sustainability
DATED: 11/02/2014

LEVEL: 6
CREDITS: 20

JACS CODE: N211

AIM(S)

This module focuses on the techniques involved in the formation and implementation of a strategy within an organisation. It will provide an understanding of the nature of strategic analysis, strategy formulation and its implementation.
LEARNING OUTCOMES

Upon the successful completion of this module, the student should be able to demonstrate the ability to:

1. Examine the relationship between the external context of an organisation and its internal context and how these impact on its strategies.
2. Critically evaluate the competitive and development strategies of an organisation in the context of contemporary strategic management issues.
3. Analyse the factors that must be considered by an organisation in the implementation of a strategy.

INDICATIVE CONTENT

• The strategy process – the nature of strategic management, of strategy, the strategy process and the strategic context, the role of the management structure.

• Organisational aims & objectives – The concept of “mission” and its relevance to firm strategy – Different types of organizations & objectives (profit maximizing, not-for-profit).

• Strategic analysis and capability – Diagnosing and analysing strategic capability – The external environmental assessment – the remote environment, the market environment, the industry environment and national competitiveness (Porter’s Five Forces, PEST) – The internal environmental analysis, resources and capabilities; the resource-based view of the firm – The analysis of the environment and strategy issues in key regions of the world (EU, North America, Japan, China, India, and other emerging markets) – The situational analysis (the SWOT vs. TOWS matrices).

• Strategy formulation – Functional and business level strategies, strategic positioning, competitive advantage, Generic Strategies, The Strategy Clock – Corporate level strategies – growth, direction, Ansoff’s Matrix – Limited vs. substantive growth strategies (diversification, integration, mergers and acquisitions).

• Strategy Implementation – Structures and control systems in an international context (organizational structures; the integration v. responsiveness matrix; the global factory) – International production strategy (R&D and innovation, international logistics, different kinds of global production systems, strategic management of International production strategy) – International business strategy (localisation strategy, international strategy, global standardization strategy, transnational strategy) and entry routes to foreign markets.

• Sustainability – The impact of the ecological environment on business strategy – Scientific evidence and uncertainty – Global and legal aspects – Corporate governance and stakeholder expectation – Resource usage and cost implications – Product development and revenue opportunities – Operational issues including process research, waste management, energy efficiency, transport and location.
LEARNING AND TEACHING STRATEGY

Traditional and student-centred learning strategies will be employed to ensure a balance of theory and practice. A mix, therefore, of lectures, seminars, tutorials and workshops will be utilized to allow both a didactic and interactive learning experience for the student. Issues relating to the concepts, theories and techniques associated with strategic management are suited to delivery during weekly lectures. Lectures will introduce the ideas and will allow students to engage in discussion on the application of these ideas to practical situations. However, for the further exploration of these topics and their application to real life practical, pathway specific situations and case studies, tutorials, seminars and workshops are the most appropriate strategy. In tutorials and workshops, students will work in groups and expand discussions in areas that are relevant to the opportunities and ideas that have been developed. Seminar presentations will be required, related to key areas of the syllabus. During tutorials and workshops, students will also have the opportunity and encouragement to apply the relevant issues to the given case organisation, and gain individual, formative feedback regarding them.
Teaching sessions will be interactive and will involve students in practical exercises, case study analysis and discussions. This will facilitate the development of analytical, evaluation, communication, team and leadership skills through self-directed discovery and peer assisted learning. The course will be augmented by online reviews, articles, readings, videos and discussions as appropriate.

The allocation of teaching to deliver the module is:

Activity type Hours Percentage
Scheduled learning 50 25
Independent learning 150 75
Placement learning
TOTAL 200 100%

ASSESSMENT

Description of each assessment component and its weighting, together with an example for new forms of assessment:

Coursework Detail (including word count).

Assessment Component 1 – 50%

Assessment component one (learning outcome 2) requires the student to work as an individual to research, write and structure a report (2500 words max) that critically evaluates the competitive and development strategies of an organisation (which is provided in a case study). The report will require synthesis of theoretical material and its practical application within the context of a given case organisation.

Exemplar

Identify the competitive strategy that an organisation has utilised in order to develop their current competitive position, giving examples of actions they have taken to accomplish this strategy. Critically evaluate the competitive strategy that this organisation has utilised in the development of their competitive position. Your evaluation should recognise the advantages and limitations of this strategy in the current environment.

Written Detail (including word count).
Assessment Component 2 – 50%

Assessment component two (learning outcomes 1 and 3) will be assessed using a time constrained examination (2 hours) that is based on a case study, which requires application of the theory to the specifics of the information provided and is based on the student’s own research. The case study will be pre-released, and its questions would test problem solving skills under time constrained conditions to ensure student provenance.
Exemplar

Strategy Implementation

Any organisation has a corporate social responsibility commitment to behave ethically while helping to satisfy stakeholders’ expectations and to improve the quality of life for the public and society generally. Assess how the organisation has used Corporate Social Responsibility (CSR) to satisfy stakeholders’ expectations and to improve the quality of life for the public and society generally.
Assessment Summary
Activity type Percentage
Written exam 50%
Coursework 50%
Practical
TOTAL 100%
BIBLIOGRAPHY
Essential
Johnson, G, Scholes, K and Whittington, R (2010) Exploring Corporate Strategy: Text and Cases, Harlow: FT Prentice Hall

Lynch, R (2005) Corporate Strategy, Harlow: FT Prentice Hall
Recommended
Mintzberg, H, Ahlstrand, B, and Lampel, J (2008) Strategy Safari: The Complete Guide Through the Wilds of Strategic Management, Harlow: FT Prentice Hall.

Porter, M E (2004) Competitive Strategy: Techniques for Analysing Industries and Competitors, Boston: Freepress

Porter, M E (2004) Competitive Advantage: Creating and Sustaining Superior Performance, Boston: Freepress

Thompson, A A, Strickland, A.J. III, Gamble, JE, Peteraf, M, Janes, A., and Sutton, C (2013) Crafting and Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases, London: McGraw-Hill, Irwin.
Background

De Wit, B and Meyer R (2010) Strategy: Process, Content, Context: an international Perspective, Andover: South Western Publishing.

Porter, M E (2008) On Competition, Harvard: Boston: Harvard Business Review Book

Ridderstral, J and Nordstrum, K (2007) Funky Business, Harlow: FT Prentice Hall

Thompson, J and Martin, F (2010) Strategic Management Awareness and Change, London: Thompson Learning
Journals
British Journal of Management
Harvard Business Review
Harvard Business Review
Journal of Business Strategy
Strategic Management Journal
Long Range Planning
Management Review
Management Today
Strategic Management Journal
Websites
http://www.booksites.net
http://www.cim.co.uk
http://www.cim.co.uk/knowledgehub
http://www.connectedinmarketing.com
http://cyberatlas.internet.com
http://www.emarketer.com
http://marketing.haynet.com