Managing strategy handbook/outline

Staffordshire University.

Business School

POSTGRADUATE BUSINESS PROGRAMME

BLB20058-M

Managing Strategy. 2009/2010

Module Handbook

Module Leader: Dimitris Lamproulis

Tel: 6934386914

E-mail: Lamproulis@teilar.gr

This module explores the external and internal environment of organizations. Moreover, it is examined different tools which can be applies so as students to be able and design, organize and execute organizational functions in ways that align to an organizational strategy. Students at the end of the course will be in position to identify possible problems that occur in the strategy of an organization suggesting feasible solutions. This module will provide the foundation for further study in subsequent strategic issues. It will include the following topics:

• Introduction. The significance of strategic management, the strategy creation, mission, strategy and strategic objectives.
• The business model, terminology and examples, social responsibility and business ethics, strategy in different context.  
• Culture and values, strategic leadership, strategic positioning, key success factors, Core competencies, Strategic capabilities,
• Strategic thinking, Environmental synergies and Synergy.
• Environmental Analysis and Strategic Positioning. Analyzing the business environment, Analyzing an industry, Competition and the structure and regulation of industry, Strategic positioning and adding value, SWOT analysis, Forecasting the environment.
• Resource led Strategy. Auditing strategic resources, Strategic Architecture, Human resource strategy, information technology, value chain, reputation and branding, the impact of the internet.
• The Dynamics of Competition. Competition: an introduction, competitive strategy and competitive success, the dynamics of competition.
• An Introduction to strategy creation. Strategy creation, changing strategy, Military strategy revised.
• Strategic planning. Strategic thinking and strategic planning, planning systems, planning techniques, Sphere of influence.
• Strategic leadership. Entrepreneurship and intrapreneurship. The strategic leader and strategic leadership. Entrepreneurs and entrepreneurship. Intrapreneurship. Visionary leadership.
• Strategic Alternatives. Strategic Evaluation and Strategy Selection. Limited growth strategies, Substantive growth strategies. To diversify or not and why. Strategy evaluation, effective strategies, Decision making.
• Failure. Consolidation and Recovery strategy. Predicting failure. The feasibility of recovery, retrenchment strategies, Divestment strategies, Managing in recession.
• Strategy Implementation. Implementation and change. Problems of successful implementations, Successful implementation, Structural alternatives.
• Managing strategy in the Organization. Corporate strategy and implementation. Styles of corporate strategy. Diversification or Focus a key dilemma. The role of general managers. The modern organization. Strategic  resource management. Policies, budgets and control. Risk management. Crisis avoidance and management.
• Leading change. Introducing strategic change, Issues in the management of change, Strategies for implementation and change, Transformational change and strategic regeneration. Power.

Learning strategies

These learning strategies will occupy your time

The learning strategy for the full-time, part-time on campus and/or corporate module requires students to commit 150 learning hours (including assessment) of which 36 hours will be class support and 114 hours will be independent and self-directed study. Whilst the tutor will input some essential ideas on the main issues, candidates will be expected to carry out research and take part in-group discussions to develop these ideas. There will be a mixture of activities including conventional lectures, case studies, videos, in-class group debates and discussions, individual and group problem solving outside class, directed reading and problem solving outside class and self directed learning.

BLB20058-M: Managing Strategy 2009/20010

2

The delivery of the module will take various forms including:

• Lectures will be supported by case study discussions and in-class exercises

(relevant cases studies and exercises will be utilized to develop further

understanding and develop analytical and decision making skills).

• Preparation in advance of class is mandatory, involving reading of prescribed

materials (text or electronic materials and appropriate journal articles).

• Undertaking appropriate research on strategic issues as directed.
• Working independently on case studies and in-class exercises.
• Presentations (individual and/or group) on specific case studies and/or exercises as directed.

In order to do well in the module:

1. You have to read widely around the subject, be familiar with the theories and

concepts and actively seek ways to apply them to your day-to-day living and

working environments.

2. You should be thinking critically and creatively. Don’t take things as they are.

3You are to play an active role in determining what to learn, how and how

much to learn whilst the role of your lecturer is to facilitate your learning and

perhaps bring your attention to certain issues that nay not seem immediately

significant.

4 You will need access to the University's electronic and physical databases

Your studies will be helped by regular reading of the business pages of an appropriate daily or weekly paper/journal

  

Total Learning Time

Contact Time: 30% Lectures

70% tutorials

(student-centred seminars)

Learning Outcomes:

On completion, you should be able to demonstrate these learning outcomes

1.  A critical understanding of strategic management and its contribution to organizational purpose and development.
2. A thorough grasp of the techniques of strategic appraisal and the exploration and evaluation of strategy options. Also demonstrate an understanding of the problems of making strategic choices from limited data and the limitations of model driven analysis.
3. Recognition of the difficulties associated with the planning and implementation of strategies, and the problems for organizations in changing internal beliefs and perceptions to maintain a viable fit with a changing environment.

BLB20058-M Managing Strategy.

3

Method of Assessment

You will be assessed by

1 Assignment of 1000 words given to students the 5^th week of the course. This weights 25%

2. A group presentation that weights 25% of the total mark. This will be delivered by students during the 9^th week.

3. A final ASSIGMT length 1.500 WORDS weighted at 50%.

All assignments are on an individual basis. Students will be expected to interpret data on organizations and critically evaluate the strategic management of these organizations. To be able to generate potential responses to organization threats and opportunities recognizing that there is often incomplete information and ambiguity. Assignments can be based on separately documented case study organizations or, if appropriate, on organizations on which the student can gather data. The assignments will be handed in as follows:

The first assignment should be delivered no later than 30th of November 2009,

the second assignment should be submitted no later than 15/1/2010. Also, the group presentation will be normally expected to be delivered by the students during the 9^th week of the course.  

Pass criteria:

·         Sufficient issues are addressed in order to distinguish between rote learning students and those students with the ability to generate a required level of independent thought processes but which is inadequate to achieve a merit or distinction due to inconsistency or due to insufficient understanding.

·         The answer will use a structure and terminology that shows an ability to undertake disciplined analysis of the issues presented.

·         Content and structure indicates some ability to evaluate and analyse and make logical conclusions about strategic issues that interweave practice with theory.

·         In pass answers some aspects of the analysis may be covered more extensively than others that indicate a less insightful critique of particular concepts.

·         Uses some but limited academic referencing.

·         Will understand the limitations inherent in the available data or gaps in the data.

·         A satisfactory grasp of the requirements necessary to conduct an analysis of practical strategic management issues; an ability to critique some relevant concepts.

·         The answer will make some clear and logical conclusions to the problems posed.

.

Distinction criteria:

·         Structure and content that distinguishes them as being well rounded in both structure and content with practical and theoretical aspects of the paper being more balanced and with conclusions put forward based on sound theory and data..

·         Strong evidence of having read extensively around the chosen topic with extensive referencing of the key theories and arguments proposed and which encompasses the creative application of academic knowledge in such a way that it may well lead to the extension of such academic knowledge.

·         Consistency in the arguments used to evaluate and critically analyse the strategies and theories reviewed as well as in the utilisation of basic analytical tools.

·         Will be able to discuss data limitations and the consequences of those limitations to the analysis being undertaken.

·         Demonstrates a more sophisticated understanding of theoretical concepts and their wider context than that of a “merit” paper, but which clearly and methodically stays focused on the issues at hand.

Assessment Feedback

After your test papers have been marked a written feedback form will be

distributed that will highlight and identify the main strengths and weaknesses

displayed in the answers provided. If you wish to receive individual feedback on your script and/or assignment, you should contact the lecturer/s concerned and arrange a mutually convenient time when your script and/or assignment can be discussed. Marks will be given back within six-five weeks of your taking the test and/or submitting your assignment. These marks will be provisional since all marks have to be approved and agreed with external examiners.

BLB20058-M Managing Strategy 2009/2010

4

Essential Reading Materials

Essential Texts

Johnson, G, Scholes, K. and Whittington (2005) Exploring Corporate Strategy, 7th edition, Pearson Education Ltd

Williamson, D., Jenkins, W., Cooke, P., and Moreton, K.M. (2004). Strategic Management and Business Analysis, Elsevier, Butterworth Heinemann

Thompson, J. and Martin, F. (2005). Strategic Management. 5^th Edition, South Western cengage Learning.

Other recommended textbooks.

Mintzberg, H. Ahlstrand, B and Lampel, J (1998). Strategy Safari, Prentice Hall.

Mintzberg, H (1989) Mintzberg on Management, Free Press.

Quinn, JB (1980) Strategies for Change: Logical Incrementalism, Irwin.

Williams, P. (1976) Crisis Management-Confrontations and Diplomacy in the Nuclear Age, Martin Robertson.

Ackoff, RL (1986) Management in Small Doses, John Wiley.

Cyert, RM and March, JG (1963) A Behavioural Theory of the Firm, Prentice- Hall.

Ansoff, H (1987) Corporate Strategy, Penguin

Drucker, PF. (1973) Management, Harper and Row.

Porter, ME (1980) Competitive Strategy: Techniques for Analyzing Industries and Competitors, Free Press.

Schwartz, P. (2003) Inevitable Surprises: Thinking Ahead in Times of Turbulence, Gotham Books.

Kotter, JP and Heskett, JL (1992) Corporate Culture and Performance. Free Press.

Peters, TJ and Waterman, RH Jr (1982) In Search of Excellence: Lessons from America’ s Best Run  Companies, Harper and Row.

Senge, P. (1991) The fifth Discipline- The Art and Practice of the Learning Organization, Doubleday.

Trompenaars, F and Hampden-Turner, C (1997) Riding the Waves of Culture: Understanding Cultural Diversity in Business, Nicholas Brealey Publishing.

Hofstede, G (1991) Cultures and Organization: Software of the Mind, McGraw Hill.

Rowe, AJ, Mason, RO, Dickel, KE and Snyder, NH (1989) Strategic Management: A Methodological Approach, 3^rd, Addison-Wesley.

D’ Aventi R A (2001) Strategic Supremacy- How industry leaders create growth, wealth and power through spheres of influence, The Free Press.

Kanter, RM (1983) The Change Masters-Innovation and Entrepreneurship in the American Corporation, Simon and Schuster.

Ackoff, R. (1978) The Art of Problem Solving, John Wiley.

Egan, G (1993) Adding Value: A systematic Guide to Business-driven Management and Leadership, Jossey-Bass.

BLB20058-M Managing Strategy 2009/2010

5

Weblinks:

Staffordshire University Library & Learning

resources

www.stafs.ac.uk/library

Marketing Week www.marketing-week.com

http://mad.co.uk/mw/

Advertising Age www.Adage.com

Financial Times www.ft.com

Harvard Business Review www.hbsp.harvard.edu

Emerald Library – electronic articles www.emerald-library.com

Chartered Institute of Marketing (CIM) www.cim.co.uk

Euro Monitor – market reports www.euromonitor.com

Journals Articles and Publications:

Marketing and Business Journals (some of these titles are available in the library

plus you are also able to access these publications electronically via the University Library’s Online resources through Emerald Library):

Long Range Planning.

Harvard Business Review.

Strategic Management Journal.

Business.

Financial Times.

California Management Review.

Organizational Dynamics.

Journal of Marketing.

Management Science

Business Horizons

Academy of Management Review

Sloan Management Review.

European Management Journal

Human Relations

Business Week.

Management Decision.

Advances in Strategic Management.

Fortune.

European Business.

Small Business Enterprise and Development.

Public Administration Review.

Journal of Applied Psychology.

BLB20058-M Managing Strategy 2009/2010

6

Resources required:

Case study materials from recommended textbooks and other sources including journals and newspapers
Specified readings from recommended texts and journal articles
Materials for delivering presentations.
You will need access to the University's electronic and physical databases
Your studies will be helped by regular reading of the business pages of an appropriate daily or weekly paper/journal

BLB20058-M Managing Strategy 2009/2010

7

LECTURE OUTLINE

Session Indicative Module Topic/s

Indicative Tutorial Activities

1. Introduction to strategic Management
2. Positioning of a Firm and Competitive strategy.
3. Strategy and performance of the Firm.
4. Corporate and Global strategy.
5. A resource led strategy.
6. Strategy creation.
7. Strategy implementation.
8. Strategy change.
9. Success, Culture and values.

Additional supportive materials will be distributed during the course.

BLB20058-M Managing Strategy 2009/2010

Lecture Outline.

8

Session	Indicative Module Topic	Indicative Tutorial Activities.
1	What strategy involves, Environment influences a strategy, the framework of managing strategy	Video and Case Study, Mc Donalds.
2	Business model, vision & mission, stakeholders, profit, social responsibility and business ethics, Environmental Fit and stakeholders, strategic thinking,	Case, Ben and Jerry’s Ice Cream.
3	Environmental Analysis and Strategic thinking.	Case Swatch Watches, Group presentation and discussion.
4	Auditing strategic resources, the learning organisation, value chain, cost drivers.	Case British Airways.
5	Competitive strategy, differentiation, competitor benchmarking, activity map	Video, Starbucks Case: SAP’s Platform Strategy in 2006
6	Strategy creation, corporate and functional plans, planning gap, the role of planning.	Case Teva Pharmacy. Group presentation and discussion.
7	Spheres of influence, strategic leader and strategic leadership, Entrepreneurs and entrepreneurship	Case Apple Computers Group presentation and discussion
8	Market Penetration, Market Development, Horizontal and Vertical Integration, diversification, critical mass	Case Nike’s Global Women’s fitness Business Group presentation and discussion
9	Strategy-structure, implementation, structural forms	Case Sony Corporation.
10	Corporate Strategy and implementation, Portfolio Management, Corporate Parent, Corporate resource planning.	Case Thorn Emi
11	Policies, budget and control, Risk Management, Crisis Avoidance, Crisis Management.	Case Virgin Group presentation and discussion
12	Cycles of growth, strategic change, implementing change, Power and Politics.	Case The British Tourist Authority

Additional supportive materials will be distributed during the course.

BLB20058-M Managing Strategy 2009/2010

9

Module Website:

http://e-class.teilar.gr/modules/document/document.php

 BLB20058-M Managing Strategy 2009/2010

10

Additional Guidelines:

Please read the attachments included in this handbook as they serve as useful

guidelines to enable you to undertake your research and references accordingly for

this module.

1. Harvard Referencing - click the link below for details.

http://www.wlv.ac.uk/lib/Tipsheets/Harvard2003.pdf

For more theory and case studies on: http://expertresearchers.blogspot.com

For Premium Academic and Professional Research:  jumachris85@gmail.com