Module Title Strategic Management

Module Title Strategic Management

 

 

 

 

 

Module Handbook

 

 

 

 

 

 

 

Module Code – 6016 MFH

 

 

Academic Level – Level 6

 

 

Module Credits – 20

 

 

Semester – 2122SEPDEC

 

 

 

Module Title Strategic Management

 

 

Contents

  1. Introduction to the Module……………………………………………………………………………………. 3
  2. Contact Details for the Module Leader (and Teaching Team)…………………………………………. 3
  3. Module Aims……………………………………………………………………………………………………….. 3
  4. Learning Outcomes………………………………………………………………………………………………. 3
  5. Teaching and Learning Approach Adopted on the Module…………………………………………….. 3
  6. How Aula will be used to Support this Module……………………………………………………………. 3
  7. Teaching Weekly Scheduled Contact Time…………………………………………………………………. 3
  8. Module Reading List……………………………………………………………………………………………… 4
  9. Assessments for this Module………………………………………………………………………………….. 4

Coursework 1 Assignment Brief……………………………………………………………………………………. 4

Coursework 2 Assignment Brief……………………………………………………………………………………. 5

  1. Marking Rubric (Marking Criteria)……………………………………………………………………………. 6

Coursework 1 Marking Rubric………………………………………………………………………………………. 6

Coursework 2 Marking Rubric………………………………………………………………………………………. 6

  1. APA Referencing…………………………………………………………………………………………………… 6
  2. Feedback of your Assessments………………………………………………………………………………… 6
  3. Deferral/Referral Assessments………………………………………………………………………………… 6
  4. Useful Resources for Support with your Module…………………………………………………………. 6
  5. Extensions to Coursework Submissions……………………………………………………………………… 7
  6. Important Dates…………………………………………………………………………………………………… 7

 

 

 

 

 

1.                Introduction to the Module

The aim of any business is to create sustainable competitive advantage. This has got harder as the world has got more global and there is a continuous changing in terms of the customer, competitor, and company.

 

Strategic management is looking at the current business environment from and external perspective and from an internal capability. It is looking at the latest theoretical frameworks that are being used to help in strategic management decision making

 

This also needs to be combined with the implementation of strategic and change management to deliver strategic options and plans to maintain sustainable competitive advantage

 

It looks at how the strategic approach is more relevant in today’s marketplace and more importantly how to add value. This is becoming more important than ever in more competitive workplace today and in the future

 

2.                Contact Details for the Module Leader (and Teaching Team)

Name of Module Leader (and Teaching Team) E-mail Address Advice & Feedback Hour (Office Hour)
Joe Shami ab3940@coventry.ac.uk Wednesday 2:00 PM
    Thursday 2:00 PM
     

 

 

3.                Module Aims

In today’s business environment having a clear understanding of how strategy is formulated and how it shapes the direction and activities of an organisation is more vital than ever. This module introduces students to concepts, theories and frameworks that will aid their understanding of strategic management and decision-making and its value to organisations.

 

The module will equip students with the knowledge, skills, and competencies to interpret and develop strategic management actions to assist their organisation in the creation and capture of value. The student will develop an understanding of the impact of contemporary issues on the development and implementation of strategic management.

 

Strategic management is a dynamic and evolving subject and the module seeks to enable students to apply their learning to existing organisations. This may take the form of an independent research activity, which is led by the student, or a case study or web tour developed by the module tutor, which provides students with an opportunity to appreciate the role and impact of strategic management in practice.

 

The study of strategic management also enables students to consider the impact and importance on the other functional areas of a business in determining and implementing the corporate objectives. The module will focus on the business’ ability to determine and successfully implement any intended strategy.

 

 

4.                Learning Outcomes

On completion of this module the student should be able to:

  1. Demonstrate a sound appreciation of current strategic management concepts
  2. Examine the complexity of the environment and its applications on decision-making process
  3. Integrate and apply strategic approaches to practical situations in various types of organisations
  4. Assess current developments in the organisational environment and alternative responses related to strategy
  5. Resolve management problems in the area of strategic management by evaluating alternative outcomes

 

5.                Teaching and Learning Approach Adopted on the Module

Teaching, learning and assessment at Coventry University London offers students the ability to develop their knowledge, skills and competences through a curriculum that is purposely designed to provide an exceptional learning experience and also engage them with the four areas of curriculum excellence to which Coventry University London is committed:

 

  • Career-building,
  • 21st-century-learning driven,
  • Technology-enabled,
  • and Internationally-orientated.

 

All modules will be available to students on-campus, supported by a learning management system which directs their course of study. All teaching, learning and assessment materials will be available to both staff and students via the system in a consistent and user-friendly manner. Students will engage primarily via a number of learning blocks in each module:

 

Knowledge & Understanding; this block is concerned with the sharing of academic theory and concepts to ensure students have mastered a critical appreciation of current and relevant research in the subject area.

 

Application; this block brings the knowledge and understanding ‘to life’ by relating it to current practice. It takes a critical view of the theory and concepts as they are employed in the workplace in order to encourage students to evaluate their significance and merit.

 

Analysis & Problem solving; this block requires students to develop and demonstrate their essential analytical skills in order to respond to employer related problems by making a set of clearly evaluated recommendations.

 

6.                How Aula will be used to Support this Module

The following will be published on Aula:

  • Module guide
  • Reading list
  • Detail of assignments
  • Deadlines and dates for submissions
  • Teaching and learning notes
  • Additional papers and reading material

 

Submission of assignments will also take place via Aula.

 

7.                Teaching Weekly Scheduled Contact Time

The table below provides a schematic of the module, outlining the indicative content for each session. Sessions are interactive and students are expected to participate and contribute to the class discussions and debates.

 

Teaching Week Learning Journey Assessment and Feedback
Week 1 What is Strategy?

•                     Define Strategy and Describe the Strategic Management Process

•             Vision

•             Mission

•             Values

•                     Define Competitive Advantage and Explain Its Relationship to Economic Value Creation

 

Introduction of the key elements of a strategic plan

Week 2 Evaluating a Firm’s External Environment

•                    Steeple or DEEPLIST

•                    Industry Structure

•                    Competitive Forces

•                    Strategic Groups

•                    Porter’s Framework

develop a deeper approach on the part of students to environmental analysis with a more extended and analytical approach to STEEPLE or DEEPLIST
Week 3 Evaluating a Firm’s Internal Capabilities

•                    Resources

•                    Capabilities

•                    Core Competencies

•                    VRIN VRIO

Understand the terms  ‘resources’ and ‘capabilities’ and ‘competences ‘as well as  ‘core competences’
Week 4 Business Strategy

•                    Differentiation,

•                    Cost Leadership,

 

emphasises that strategy
directions is about choices.
Week 5 Stakeholders and change management

•                    Identification of stakeholders

•                    Prioritizing stakeholders

emphasises that strategy
directions is about choices and managing stakeholders
Week 6 CW1 Presentation  
Week 7 Strategic Positioning

·                     Growth Strategies

·                     Vertical horizontal integration

·                     Portfolio analysis

 

emphasises that competitive positioning
Week 8 Corporate Strategy M&A Strategic alliances

•                    Describe how Strategic Alliances Can Create Value for Firms

•                    Strategic alliances and sustained competitive advantage

•                    The value of mergers and acquisitions

Mergers and acquisitions and sustained competitive advantage

Integration

•                                Vertical

•                                Horizontal

•                                Diversification

emphasises that strategy
directions is about choices.
Week 9 •                     Change management models

•                     Kotter 8 step change

•                     Leadership styles

Implementation issues using change management models such as and Kotter’s eight steps of change and ‘Leadership styles’
Week 10 Implementation

•                     Organizational structure

•                     Management controls

•                     Organizational Culture

Analyse the relationship of organisational culture with strategy

 

Week 11 Workshop on CW2  

 

 

8.                Module Reading List

To access the full resource list for this module, enter 6016MFH in the search box that opens on clicking the link below:

http://resourcelists.coventry.ac.uk/index.html

 

Barney, J. (2010) Gaining and Sustaining Competitive Advantage. New York: Pearson Education.

 

 

 

Bartlett, C. A. and Ghoshal, S. 1994. Changing the role of top management: Beyond strategy to purpose. Harvard Business Review. November-December: 70-88.

 

Bhagat, R. S., Kedia, B. L., Harveston, P. D., & Triandis, H. C. 2002. Cultural variations in the cross-border transfer of organisational knowledge: An integrative framework. Academy of Management Review, 27(2): 204-221.

 

Dean, T. J., Brown, R. L., & Bamford, C. E. 1998. Differences in large and small firm responses to environmental context: Strategic implications from a comparative analysis of business formations. Strategic Management Journal, 19:709-728.

 

Dess, G. G., Lumpkin, G. T., Eisner, A. B., McNamara, G. 2013. Strategic Management: Creating Competitive Advantages, 7th Edition, McGraw-Hill International Edition, McGraw-Hill/Irwin

 

Hill, C. W. L. & Jones, G. R. 2008.  Strategic Management: An integrated approach, 8th Edition, Houghton Mifflin.

 

Hitt, M. A., Freeman, R. E., & Harrison, J. S. (Eds.) 2001. Handbook of strategic management. Malden, MA: Blackwell.

 

Johnson, G. and Scholes, K. (2017) Fundamentals of Strategy. Pearson Ltd.

Lynch, R. (2018) Strategic Management: Pearson

 

Gupta, S. and Starr, M. (2014) Productions and Operations Management Systems. Boca Raton, FL: CRC Press.

 

Porter, M. E. 1996. What is strategy? Harvard Business Review 74 (6):61-78.

Rothaermel F T. Strategic Management, 2019 4th Edition McGraw Hill Education

 

Journals/newspapers:

 

  • The Journal of Marketing;
  • The European Journal of Marketing;
  • The Journal of Marketing Management;
  • Academy of Management Journal;
  • British Journal of Management;
  • California Management Review;
  • European Management Journal;
  • Harvard Business Review;
  • Journal of Business Strategy;
  • Journal of Management Studies;
  • Long Range Planning;
  • MIT Sloan Management Review;
  • Strategic Change;
  • Strategy and Leadership;

Websites:

 

Module Title Strategic Management

9.                Assessments for this Module

Coursework 1 Assignment Brief

Assignment Title:

The Pitch

 

Submission Date and Time:

28/10/2021

 

Expected Return of Feedback and Marked Work:

14 days from submission

 

Assignment Weighting:

25%

 

Word Count: 20 Minutes

 

View guidance on word limits for written assignments here

 

Learning Outcomes Assessed by this Assignment:

1.            Demonstrate a sound appreciation of current strategic management concepts

2.            Examine the complexity of the environment and its applications on decision-making process

3.            Integrate and apply strategic approaches to practical situations in various types of organisations

 

Assignment Guidelines:

Create a 20 minute presentation for an organisation in your sector

1.       Introduce your selected organisation (UK SME) evaluate vision mission and values with any recommendations for improvement

2.       Critically evaluate the organisation’s industry and the macro environment that help define its current strategy

3.       Define and critically evaluate the importance of sustainable competitive advantage and identify the potential sources of competitive advantage (competitive position)

4.       Explain and illustrate how the TOWS matrix can be used as a tool of summarising the internal and external environment and how it helps in decision making process of potential strategic options

You need to be using examples of how and why these frameworks or terms are appropriate in strategic management. You need to clearly evaluate how useful these frameworks or terms are in understanding the present situation and for future decision making

 

Module Title Strategic Management

Coursework 2 Assignment Brief

Assignment Title:

Strategic management report

 

Submission Date and Time:

9/12/21

 

Expected Return of Feedback and Marked Work:

14 days from submission

 

Assignment Weighting:

 

75%

Word Count: 3,000

 

View guidance on word limits for written assignments here

 

Learning Outcomes Assessed by this Assignment:

1.            Demonstrate a sound appreciation of current strategic management concepts

2.            Examine the complexity of the environment and its applications on decision-making process

3.            Integrate and apply strategic approaches to practical situations in various types of organisations

4.            Assess current developments in the organisational environment and alternative responses related to strategy

5.            Resolve management problems in strategic management by evaluating alternative outcomes

 

Assignment Guidelines:

Moving forward from your presentation, develop a strategic management plan for SMT that addresses three main questions:

1.       “What do we do?”

2.       “Whom do we do it for?”

3.       “How do we defeat or escape competition?”

•       Clearly identify the three different levels off strategy (corporate, business, functional) employed by the chosen firm.

•       Critical evaluate the changing dynamic of the external environment will impact on the organisation’s critical success factors

•       Recommend with justification strategic options with appropriate objectives, applying appropriate strategic models and tools, and relevant aspects of organisational structure and processes

•       Create a resourced implementation plan for your strategic option

•       Critically evaluate the potential risks of your strategic management plan to the relevant stakeholders and how would you monitor and control them

 

 

Module Title Strategic Management

 

10.           Marking Rubric (Marking Criteria)

Coursework 1 Marking Rubric

Coursework 2 Marking Rubric

Module Title Strategic Management

11.           APA Referencing

As part of your study you will be involved in carrying out research and using this when writing up your coursework. Turnitin includes a plagiarism detection system and lecturers are experienced enough to recognise plagiarism when it occurs.

 

To avoid academic misconduct and plagiarism remember it is not acceptable to reproduce another source without acknowledging it in your assessment. This includes using paraphrasing as well as direct quotations. You are expected to correctly cite and reference the work you have used.  If you need help putting your references into the correct style, you might like to start with the APA Referencing: A Guide for Students, which can be found here. The Academic Skills Unit also offer workshops on APA referencing and can be booked here.

Module Title Strategic Management

12.           Feedback of your Assessments

You can normally expect to have marked coursework returned to you via Aula within two weeks. Provisional marks and feedback can be provided online/in class/face to face. Your marks will be formally approved once an external examiner has completed their review and a Subject Assessment Board has ratified the results.

 

13.           Deferral/Referral Assessments

All deferral/referral assessments will be published on Aula by week 4 of the subsequent semester.

 

The submission period for all referred/deferred work is week 12. Please check your submission link for the exact date.

 

The referral/deferral exam period will take place in week 12 and 13. The exact date and time will show in your timetable.

 

14.           Useful Resources for Support with your Module

The Academic Skills Unit provides Spotlight workshops focused on all areas of your learning to provide you with the skills and confidence needed to succeed in your academic and professional career. Workshops are one hour, interactive classroom sessions, which are run repeatedly throughout the term. Workshops are delivered by our professional and academic staff according to area of expertise. The Spotlight team can also run sessions on request for small groups, at a time that suits you and colleagues.

 

The majority of information relevant to you while you study at the University has been brought together into your course handbook.  Please refer to your course handbook for any further information you might require including:

  • How to submit assignments,
  • Deadlines and extenuating circumstances
  • Plagiarism and referencing
  • Who to go to for advice or if you are concerned
  • How to provide us with feedback
  • Key administrative procedures
  • Student support and welfare
  • Library

 

15.           Extensions to Coursework Submissions

If you fail to submit by the specified deadline, you will receive a mark of zero (0) unless you have an authorised extension or deferral. The University wants you to do your best. We know however that sometimes events happen and you may not be able to submit your coursework by the deadline. We will try to help you in these situations. It is important that you follow the extenuating circumstances procedure outlined in the Registry web pages. You should contact Registry as early as possible and before the deadline, so that we can assist you.

 

You will find information about the process and what is or is not considered to be an event beyond your control here and your Course Handbook also includes more information.

 

16.           Important Dates

Coursework 1 Assignment Brief

Assignment Title:

The Pitch

 

Submission Date and Time:

28/10/2021

 

Coursework 2 Assignment Brief

Assignment Title:

Strategic management report

 

Submission Date and Time:

9/12/21

 

 

 

 

 

 

 

 

 

 

 

 

 

Module Title Strategic Management

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