Stratman Module Guide
It is structured in relation to the three components of strategic management; firstly internal and external strategic analysis, secondly business and report level strategy formulation, thirdly issues in the implementation of strategy. As well as providing a generic final year course in strategic management; it examines strategy in not for profit organizations, merger and acquisition strategy, international strategy, and the management of strategic change in organizations.
As befits an integrative strategy unit; its learning, teaching and assessment strategy is organized around the use of management case studies. 3. Aims of the Module The broad aim of the Unit is to provide a final year integrative course in strategy and equines policy which develops the student’s understanding and skills, as present and prospective future managers, for formulating the organization’s overall strategic direction. Its focus is on strategic decision-making and the management of strategic change in organizations.
Strategic Management also builds upon Management Skills and other earlier business/ management units, and draws upon parallel final year subjects. It provides important conceptual frameworks and analytical techniques for the final year project. 4. 1 Knowledge and Understanding At the end of this Course students should: 1. Have developed understanding and skills in strategic analysis, strategic choice and strategy implementation. 2. Have developed abilities to analyses, interpret, evaluate and solve multidisciplinary business problems. . Have developed the ability to take an overall view of the management of the organization. 4. Appreciate the processes and factors determining the business’s capability, performance and success. 5. Be able to integrate a number of aspects of earlier, and parallel final year studies, in the context of corporate strategic decisions. 6. Have further developed skills in case and company analysis, group work and robber solving. 7. Have further developed conceptual frameworks and analytical techniques for the final year project 4. Intellectual Skills Ability to analyses, interpret, evaluate and recommend solutions to multi disciplinary Have further developed skills in case and company analysis, group work and problem solving. Ability to research business and managerial issues; taking into account stakeholder and ethical complexity 4. 3 Practical Skills The analysis of financial and marketing information in the case-studies help in Practice of information technology skills is required through the use of presentation ND graphical software, spreadsheets for financial analysis, and the world wide web for corporate information and publisher based learner support materials. . 4 Transferable Skills Ability to define problems and be effective in problem solving and decision making Team working; working as part of a syndicate to prepare case study analysis Through case study presentations and written reports further develop communication, presentation and report writing skills Building the students’ critical understanding and analytical Judgment of business and management issues. 5. Assessment of the Module The Strategic Management unit is assessed 60% by examination and 40% by coursework.
The pass mark for the unit is 40% with a minimum of 30% in each element. The examination format is a three hour seen case study examination; For information the January 2011 exam paper is included in Appendix 2 at the end of this module guide. The case study will be distributed in week 12 at the last lecture session. Students may bring their annotated copy of this case study into the examination, but no other notes. The examination will be in two parts. Part A will comprise two questions on the case study.
Part B will comprise one question from a choice of four topics on strategy concepts and theory. The examination will assess the first four unit learning outcomes: Understanding and skills in strategic analysis, strategy formulation and strategy implementation Abilities to analyses, interpret, evaluate and solve multidisciplinary business problems Ability to take an overall view of the management of the organization Appreciation of the processes and factors determining the businesses capability, performance and success The 40% of assessment allocated to coursework is case study based. % of assessment will comprise an individual 15 minute assessed presentation on one case question, and 30% a 2,000 word individual written report covering two of the three questions on the same case study. The report is to be submitted to the School Office Students should be reminded that the University has a policy on penalties for unauthorized late submission of coursework, and on claiming for mitigating circumstances, such as illness.
The key assessment criteria for the oral presentation are content, (including planning, structure, organization, analytical standard and ability to defend questions), delivery, and the use of visual aids, including Powering.
The learning outcomes assessed by the oral presentation and written report are: Abilities to analyses, interpret, evaluate and solve multidisciplinary business problems Abilities to integrate a number of aspects of earlier and parallel final year studies in the context of corporate strategic decisions Skills in case and company analysis, group work and problem solving Assessment criteria for the written case study report are: Evidence of a well planned, organized and structured piece of work including clear inclusions and recommendations Content and coherence; relevance of the content to the questions set; have the case study questions been squarely and clearly answered? To what extent does the content develop coherent themes of argument in answering the questions? Analytical standard; emphasis on analysis rather than repeating descriptive detail from the case study; application of theoretical concepts and techniques including financial analysis, to analyses the case. Presentation; use of case study report format, use of diagrams and visual aids, quality of academic writing and use of English, correct referencing in text and Bibliography. 6.
Feedback In line with University policy, marked, commented upon, case report assignments will normally be returned to students within fifteen working days. Student feedback; as well as oral tutor comments, written feedback on the oral presentation will be provided at the time using the Management Department presentation feedback form, which the student should retain (see appendix 1 at end of this Module Guide). 7. 1 & 7. 2 Overview of the Main Content & Types of Classes This unit is taught and assessed by case studies. It is organized around the three key elements of strategic management; strategic analysis, strategy formulation and strategy implementation. The lectures will develop a range of relevant theoretical concepts, tools and techniques.
The seminars will involve the practical application of these concepts to business situations through the use of case studies. Each week (for the full-time Course) there will be two adjoining hours of lectures organized as two 55 minute lectures with ten minutes in the middle for recuperation! For part-time students, classes are held once a week in the evening, commencing at pm with Agnes Classical. The weekly seminars will be organized around five main case studies, each studied over a two week cycle. The case studies will be supplied in the lecture session at least one week in advance, to allow time for preparation. Each seminar group will be subdivided into 3 student teams.
There will be 3 questions for every case study, with each team allocated 1 question. In the first week the team will analyses the case, discuss their question and prepare analysis. Your seminar tutor will work around the three teams acting as a facilitator and resource, both answering and asking questions. In the second week, one student from the team will make a 15 minute assessed presentation on the question; followed by discussion. All three teams will present in turn during this second week on the case study. Additionally students are directed to the University Model site (our virtual learning environment), which has been set up for this particular unit. 7. Importance of Student Self-Managed Learning Time Self-managed learning: students are expected to spend an average of seven hours per week in self-managed learning to support the unit. Such learning includes case duty preparation; all students are expected to have undertaken a preliminary reading of the case study before attending the first week of the fortnight’s cycle devoted to the specific case. Self-managed learning also includes week-by-week reading in one of the core strategy set texts, assignment preparation and writing, and examination revision. To assist students with this, each lecture can be linked with chapters in the latest textbook by Johnson, Whetting, Schools et al as indicated below for each week, although students are encouraged to read more widely specially from the core materials.
To facilitate this there is a direct link on our Model site to the Palaver Encyclopedia of Strategic Management. On completion of this applied management module, students should have sufficient knowledge of the theories, concepts and practice of strategic management to be able to enhance their capability in the employment market.