MODULE CODE: SBLC7011

TITLE: Strategic Management

DATED: 17/06/2015

LEVEL: 7
CREDITS: 20

JACS CODE: N211

AIM(S)

The module aims to:-

Provide students with a detailed integrative framework for understanding the role and
functions of Strategic Management within contemporary business organisations.
Enable students to comprehend how organisations formulate, implement, and
evaluate strategies and how they consider the strategic alternatives available to them.

LEARNING OUTCOMES

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

Critically research, analyse, interpret, and evaluate the theories and interdisciplinary
factors which contribute to the identity, formation, and application of strategy and
strategic thinking in contemporary organisations and contexts.

Critically research, analyse, and interpret case study situations, sector scenarios, and
strategic contexts, and formulate strategic plans and proposals, and make informed
recommendations on future strategy in particular contexts.

INDICATIVE CONTENT

The strategy concept; corporate strategy.

The role of the general manager in the strategy process.
Models of how organisations formulate strategy.
Environmental analysis; strategy scenarios
Formal strategy analysis.
Strategy formulation.
Strategy and integration
Setting strategic direction
Forms of organisational structure; organisational analysis
The role of culture and power in strategy.
Managerial styles and their impact on strategy and operations.
Processes by which strategy is formulated in business, management and
organisational contexts.
The impact of the internal and external environments.
Strategic changes; leadership requirements for strategic change and
implementing strategic change.

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 Working in collaboration with others to implement strategic change.
Learning from others; appreciating and leveraging differences.
Appropriate case studies from management and business sectors.

LEARNING AND TEACHING STRATEGY

For full time students the programme is delivered in a linear teaching pattern composed of
Monday to Friday teaching sessions structured within a trimester based calendar year.
Modules are delivered within lecture sessions supported by seminar-discussion sessions and
tutorial sessions which may be undertaken with individual students or groups of students.

Lectures explore the key module content, theories, concepts, principles and interpretive
contexts of the subject area covered by the module. Seminar-discussion-workshop sessions
and tutorial sessions explore particular areas of focus, and enable more detailed interactive
analysis and synthesis of the subject matter which is covered by lectures to take place.
Tutorials provide additional opportunities for individualised and group learning to be
supported and mentored dependent on the learning needs of the individual/group and the
developmental nature of the subject area being considered.

For part time students the module commences with a scheduled burst-mode 3 day weekend
workshop composed of lecture, seminar and tutorial discussion, syndicated breakout
discussions, and learning support activities, which introduce students to the concepts,
theories, principles and practices associated with, and explored within, the indicative module
content.

Continuing learning support is provided for both full and part time students through regular
scheduled series of ongoing group seminars, focused group discussions, and individual
tutorial support sessions. These are delivered within the normal delivery cycle for the taught
contact teaching of the module.

These continuing learning and teaching sessions introduce, explore and incrementally
develop the students consideration of theory, practice, practical examples, concepts and
ideas which will be used to support the application, discussion, and critical evaluation of
module syllabus content, and of applications and techniques learned in the module.
Examples included in the teaching for the module may include case studies, and keynote
examples, theories, models, or other evidence related to the aims and learning outcomes of
the module. These will also be used to develop both depth and breadth in the understanding
and application of the concepts, theories, models and techniques explored in module
teaching and learning.

The allocation of teaching to deliver the module is:

Activity type Hours Percentage

Scheduled learning: 25 12.5
Independent learning 175 87.5
TOTAL 200 100%

ASSESSMENT

Full time and part time programmes -

Assessment Component 1A - 50% Written Assignment

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Assessment Component 1B 50 % Accompanying Professional Presentation Paper
Executive Summary and PP + notes)

(5000-6000 words equivalent total: 2500-3000 equivalent for each component of

assessment)

Exemplar

Strategic Management
In your confirmed role as a group of strategy consultants to the board of an established
organisation of your choice in either the retail or banking or airline sector, you have a brief to
fulfil by addressing the following requirements that were agreed at the time of your
appointment:
Task 1- A historical review of the core business domain to understand how the
milestones achieved are the foundation for the business position today.
Task 2- Highlight the need for and urgency of change internally and in the market
environment to fully leverage core business. Assess the relevance of the organisations
existing culture, assets and competencies for sustainable market relevance.

Task 3-Using relevant strategic choice models, critically identify and discuss the strategic
options open to the company.
Task 4-Critically evaluate and discuss in relation to implementation the structural, people
,processes and technology issues which will all contribute to shareholder return through
improvements in business optimisation ,provided that top management approval is given to
your proposals.
State how such change could be accomplished, the barriers which may occur and how these
could be pre-empted in a change plan.

Task 5- One of the Board members has recently attended a seminar on "Strategic
Leadership" and would like your team to include a discussion of the importance of strategic
leadership to the company in your report. Using relevant sources and contemporary texts on
strategy leadership, construct an argument for the attention of the Board. (15 marks)

Assessment Summary
Activity type Percentage
Written Exam 0
Coursework 100
Practical 0
TOTAL 100%

EDUCATION FOR SUSTAINABLE DEVELOPMENT (ESD)

Yes
Does the module contribute to ESD?

If yes please provide brief details (no more than 100 words):

The module contributes to Sustainability Statement 1 Futures thinking; 2. Critical and

Creative Thinking; 3 Participation and Participatory Learning; 4. Systemic Thinking; 5.
Partnerships

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BIBLIOGRAPHY

Essential texts

Burnes, B. (2014), Managing Change, (6th ed.),Pearson.

Johnson G. and Scholes K. (2011) Exploring Corporate Strategy, (8th Edn) Prentice
Hall, UK
Johnson G., Scholes K., and Whittington R. (2006) Exploring Corporate Strategy:
Text and Cases (Enhanced Media Edition). Prentice Hall.
Johnson G. and Scholes K. (2013) Exploring strategy. Text & cases., (10th edition))
Pearson Hall,
Mintzberg H, Lampel B, Quinn J and Ghoshal S (2013). The Strategy Process:
Concepts, Context and Cases (5th edition). Pearson Education.
Porter, M. (2004), Competitive Advantage, FreePress

Recommended and background reading:

Aaker D. A and cLoughlin D. (2010) Strategic market management: Global

Perspective, (1st edition) John Wiley & Sons
Bozarth, C and Handfield, R (2012). Introduction to Operations and Supply Chain
Management. (3rd edn.). London: Pearson Education.
Cavusgil T, Knight G and Reisenberger J (2007). International Business: Strategy,
Management, and the New Realities. Prentice Hall.
Christopher.M., (2011), Logistics and Supply Chain Management, Strategies for
Reducing Cost and Improving Service, (4th edition). Prentice Hall
Chopra S. (2012) Supply Chain Management (5th edition) Pearson Education
De Wit and Mayer (2014) Strategy , (5th edition), CENGAGE Learning Business
Press;
Evans N. (2015) Strategic Management for Tourism, Hospitality and Events (2nd
edition) Routledge
Enz CA (2009). Hospitality Strategic Management: Concepts and Cases. (2nd edition)
John Wiley and Sons.
Evans N, Campbell D and Stonehouse G (2002). Strategic Management for Travel
and Tourism. Butterworth-Heinemann.
Greasley, A (2013) Operations Management (3rd edn).Chichester, UK: John Wiley.
Harrison JS and Enz CA (2004). Hospitality Strategic Management: Concepts and
Cases. John Wiley and Sons.
Hill C. W. L (2014) International Business (global edition) McGraw Hill
Jansson H, (2008) International Business Strategy in Emerging Country Foreign
markets: The Institutional Network Approach, Edward Elgar Publishing
Lynch R. (2006) Corporate Strategy, (4th edn) Pitman Publishing, London
Lynch R (2015) Strategic Management (7th edition) Pearson
Mintzberg H, Quinn J. and Ghoshal S (2004) The Strategy Process (European
Edition), Prentice Hall, UK, 4th edn
Moutinho, L (2011). Strategic Management in Tourism. (2nd edition) CABI Publishing.
Okumus F., Altinay L. And Chathoth P.K. (2010) Strategic Management for
Hospitality and Tourism: Content and Process. Butterworth-Heinemann.
Stacey R. (2010) Strategic Management and Organisational Dynamics, (6th edition)
FT/Prentice Hall
Rosen R (2004). Strategic Management: An Introduction (Second Edition). Financial
Times/Prentice Hall.

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 Rugman A and Hodgetts R (2002). International Business: A Strategic Management
Approach (Second Edition). Financial Times/Prentice Hall.
Stacey R (2010). Strategic Management and Organisational Dynamics: The
Challenge of Complexity to Ways of Thinking About Organisations (6th Edition).
Financial Times/Prentice Hall.
Stacey R. (2010) Strategic Management and Organisational Dynamics, (6th edn)
Pitman, UK ISBN: 978-0273725596

Journals
Websites

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