International Strategic Management
Run by Bangor Business School
15.000 Credits or 7.500 ECTS Credits
Organiser: Prof Gareth Griffiths
Overall aims and purpose
To introduce the language of strategy: Explore the link between strategic and operational management; Discuss strategic management as a core management process; Outline the dangers of strategic drift; Ensure familiarity with the work of key writers; To place strategic decision making in a culturally defined, dynamic environment.
This should specify the purpose of the module where it fits into the programme specification and what it aims to provide. This will be in the Gazette entry for this module.
The concepts of strategic management. The vocabulary of strategy; prescriptive and emergent strategies. Strategy, the organisation and the environment. The core processes: strategic analysis; strategy formulation; strategic choice. Vertical integration; make/buy decision; corporate parenting and internationalisation.
Summary of course content Normally an itemised list of the course content, giving a summary of the main themes.
Demonstrate knowledge and understanding of theories, concepts, operational issues and practice in corporate strategy. Pursue a sustained piece of independent work requiring subject-specific and transferable skills.
Demonstrate a critical and evaluative understanding and knowledge of theories, concepts, operational issues and practice in corporate strategy. Show appraising and evaluative insights, creativity and judgement in developing a sustained piece of independent work.
Demonstrate a critical and evaluative knowledge and understanding of theories, concepts operational issues and practice in corporate strategy and of the sources and methodologies which underpin them. Show appraising and evaluative insights, creativity and evidence-based judgements as well as a capacity to innovate and challenge assumptions from an informed perspective across all components of the assessment.
Use the terminology of strategic management in an organisational context.
View strategy as a continuing management process and appreciate the dangers of drift.
Distinguish between and understand the relationship of strategic and operational management.
Identify and cite the key theorists and concepts
Understand the dynamics of strategic decision making and implementation and the significance of culture and cultural change.
Understand the impact of the green agenda on strategy formation and development.
Teaching and Learning Strategy
- Literacy - Proficiency in reading and writing through a variety of media
- Numeracy - Proficiency in using numbers at appropriate levels of accuracy
- Computer Literacy - Proficiency in using a varied range of computer software
- Self-Management - Able to work unsupervised in an efficient, punctual and structured manner. To examine the outcomes of tasks and events, and judge levels of quality and importance
- Exploring - Able to investigate, research and consider alternatives
- Information retrieval - Able to access different and multiple sources of information
- Inter-personal - Able to question, actively listen, examine given answers and interact sensitevely with others
- Critical analysis & Problem Solving - Able to deconstruct and analyse problems or complex situations. To find solutions to problems through analyses and exploration of all possibilities using appropriate methods, rescources and creativity.
- Safety-Consciousness - Having an awareness of your immediate environment, and confidence in adhering to health and safety regulations
- Presentation - Able to clearly present information and explanations to an audience. Through the written or oral mode of communication accurately and concisely.
- Teamwork - Able to constructively cooperate with others on a common task, and/or be part of a day-to-day working team
- Mentoring - Able to support, help, guide, inspire and/or coach others
- Caring - Showing concern for others; caring for children, people with disabilities and/or the elderly
- Management - Able to utilise, coordinate and control resources (human, physical and/or financial)
- Argument - Able to put forward, debate and justify an opinion or a course of action, with an individual or in a wider group setting
- Self-awareness & Reflectivity - Having an awareness of your own strengths, weaknesses, aims and objectives. Able to regularly review, evaluate and reflect upon the performance of yourself and others
- Leadership - Able to lead and manage, develop action plans and objectives, offer guidance and direction to others, and cope with the related pressures such authority can result in
Subject specific skills
- Analysis, deduction and induction. Economic reasoning is highly deductive, and logical analysis is applied to assumption-based models. However, inductive reasoning is also important. The development of such analytical skills enhances students' problem-solving and decision-making ability.
- Quantification and design. Data, and their effective organisation, presentation and analysis, are important in economics. The typical student will have some familiarity with the principal sources of economic information and data relevant to industry, commerce, society and government, and have had practice in organising it and presenting it informatively. This skill is important at all stages in the decision-making process.
- Problem solving and critical analysis: analysing facts and circumstances to determine the cause of a problem and identifying and selecting appropriate solutions.
- Research: the ability to analyse and evaluate a range of business data, sources of information and appropriate methodologies, which includes the need for strong digital literacy, and to use that research for evidence-based decision-making.
- Commercial acumen: based on an awareness of the key drivers for business success, causes of failure and the importance of providing customer satisfaction and building customer loyalty.
- Innovation, creativity and enterprise: the ability to act entrepreneurially to generate, develop and communicate ideas, manage and exploit intellectual property, gain support, and deliver successful outcomes.
- Articulating and effectively explaining information.
- Communication and listening including the ability to produce clear, structured business communications in a variety of media.
- Conceptual and critical thinking, analysis, synthesis and evaluation.
- Self-management: a readiness to accept responsibility and flexibility, to be resilient, self-starting and appropriately assertive, to plan, organise and manage time.
- Self reflection: self-analysis and an awareness/sensitivity to diversity in terms of people and cultures. This includes a continuing appetite for development.
Courses including this module
Compulsory in courses:
- N1BT: MA Business and Marketing (January start) year 1 (MA/BUSMRKJ)
- N2BF: MBA Environmental Management (January start) year 1 (MBA/EMJ)
- N5AH: MBA International Marketing (January start) year 1 (MBA/IMJ)
- N1BS: MBA International Business (January start) year 1 (MBA/INTBUSJ)
- N2BE: MBA Management (January start) year 1 (MBA/MJ)
- N2BJ: MSc Management and Finance (January Start) year 1 (MSC/MANFINJ)
Optional in courses:
- N3DN: MBA Banking and Finance (January Start) year 1 (MBA/BIFJ)
- N3DP: MBA Finance (January Start) year 1 (MBA/FINJ)
- N3DQ: MBA Islamic Banking and Finance (January Start) year 1 (MBA/IBJ)
- N3DY: MSc Banking (Chartered Banker) JANUARY start year 1 (MSC/BKCBJ)