Strategy for Managers

Module summary

Module code: BUSI1633
Level: 6
Credits: 15
School: Business Faculty
Department: Human Res and Organisational Beh
Module Coordinator(s): Sterling Rauseo

Specification

Pre and co requisites

N/A.

Aims

The module introduces the key concepts, tools and theories of strategy, identifies the role of strategy in organisational performance and discusses the main aspects of change management and strategy implementation. The aims of the module are:
1. To provide students with a deep understanding of strategy and its key components;
2. To develop students’ ability to analyse the influence of external and internal factors in strategy formulation and identify he methods of effective strategy implementation;
To enable students to identify and critically evaluate the main challenges in strategy implementation process and the ways to address them.

Learning outcomes

On successful completion of this module a student will be able to:
1 Analyse different aspects of strategy formulation and implementation linking theoretical knowledge and practice, with a specific focus on change management;
2 Understand the issues and challenges in strategy formulation and implementation;
3 Identify and critically evaluate the key components of successful strategy;
4 Develop a profound understanding of the relationship between organisational activities contributing to strategy success and an ability to think strategically.
5 Define and evaluate the main challenges in strategy implementation and execution.
6 Analyse different aspects of strategy formulation and implementation linking theoretical knowledge and practice, with a specific focus on change management;

Indicative content

Indicative Content heading - What is Strategy, The Strategy Framework (Strategic Position, Strategic Choices and Strategy in Action). For strategic position – the impact on strategy of the macro-environment, the industry environment, the organisation’s strategic capability (resources and competences), the organisation’s stakeholders and the organisation’s culture. Strategic choices involve the options for strategy in terms of both the directions in which strategy might move and the methods by which strategy might be pursued (business strategy and models, corporate strategy and diversification, international strategy, entrepreneurship and innovation, mergers, acquisitions and alliances). Strategy in Action and how strategies are formed and how they are implemented (strategy performance and evaluation, strategy development processes, organising, leadership and strategic change, and strategy practice. Strategy Context & Strategy Lens.