Module ASB-3009:
Strategic Management

Module Facts

Run by Bangor Business School

20 Credits or 10 ECTS Credits

Semester 2

Organiser: Dr Azhdar Karami

Overall aims and purpose

The primary objective of this module is to provide students with a holistic understanding of the processes of strategic management. • To introduce students to the concepts of strategic management in the context of a rapidly changing organisational environment. • To explore the key frameworks in strategic management, the external environment, internal environment, strategy formulation, implementation and control.

Course content

The content of this course may include but will not be limited to the following topics:

Introducing strategy and strategic management elements. The environmental analysis tools and frameworks: PESTEL framework, Five forces framework, strategic capability, critical success factors, competences, SWOT analysis. Corporate-level strategy: the corporate parent, the corporate rationale, the corporate portfolio, corporate diversity. Business-level strategy: bases of competitive advantage, sustaining competitive advantage, competitive strategy Strategic options. Strategic methods: Directions for strategy development, product/market development, diversification, methods of strategy development, internal development, mergers and acquisitions, joint developments, success criteria. International strategy: motive and drivers for internationalisation, international markets, entry modes to the international markets. Evaluating strategy: strategic controls, SAFe criteria. Strategy and structure: structural types, processes, relationships and boundaries, strategic planning, strategic control, managing the resources, integrating resources. Managing strategic change, levers for managing strategic change and strategic leadership. Course review.

Assessment Criteria

threshold

Third Class D- to D+ Demonstrate knowledge and understanding of theories, concepts, operational issues and practice in strategic management subject field.

Some grasp of theoretical/conceptual/practical elements.

Pursue a sustained piece of independent work requiring subject-specific and transferable skills.

good

Upper Second Class B- to B+

Demonstrate a critical and evaluative understanding and knowledge of theories, concepts, operational issues and practice in strategic management.

Show appraising and evaluative insights, creativity and judgement in developing a sustained piece of work.

Some evidence of the use of creative and reflective skills. Much of the relevant information and skills mostly accurately deployed.

Adequate grasp of theoretical/conceptual/practical elements of strategy in corporate and business levels.

excellent

First class A- to A*

Demonstrate a critical and evaluative understanding and knowledge of theories, concepts, operational issues and practice in strategic management.

Show appraising and evaluative insights, creativity and evidence based judgement as well as a capacity to innovative and challenge assumptions from an informed perspective across all components of the assessment.

Adopt an autonomous approach to learning and continuing professional development across the whole module.

Excellent integration of theory/practice/information in pursuit of the assessed work's objectives.

Strong evidence of the use of creative and reflective skills.

C- to C+

Lower Second Class C- to C+

Demonstrate an understanding and knowledge of theories, concepts, operational issues and practice in strategic management.

demonstrate ability to compare different approaches in strategic management.

Some evidence of the use of creative and reflective skills.

Some of the relevant information and skills mostly accurately deployed.

Basic grasp of theoretical/conceptual/practical elements of strategy in corporate and business levels.

Learning outcomes

  1. Demonstrate an ability to place organisational processes in the context of strategic management.

    This will be assessed by coursework

  2. Analyse systematically an organisation’s strengths and weaknesses and the environmental opportunities and threats.

    This will be assessed by exam

  3. Undertake a holistic view of the organisation and its environment.

    This will be assessed by coursework

  4. Discuss the evaluation and implementation of strategy

    This will be assessed by exam

  5. Appreciate of the role of strategy in managing complexity and competition.

    This will be assessed by coursework

  6. Discuss the strategic choices in corporate and business levels.

    This will be assessed by exam

Assessment Methods

Type Name Description Weight
ESSAY Coursework 50
EXAM End of the semester Exam 50

Teaching and Learning Strategy

Hours
Private study

Private study

It is expected the students engage in studying reading materials including the core text book, case studies and research outputs (journal articles) during private study.

164
Lecture

The module will be taught through a combination of lectures, case studies and seminars. Given the nature of strategic management, use will be made of case studies to allow students to examine the practical application of strategic management concepts and to analyse the strategic issues facing different types of organisations and industries in more depth. It is expected that students will undertake a case study assessment each week to understand the main concepts of strategic management.

24
One-to-one supervision

There will be one-to-one drop-in sessions (1 hour per week over 12 weeks). These sessions will be based on one-to-one study to supervise and support students.

12

Transferable skills

  • Literacy - Proficiency in reading and writing through a variety of media
  • 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
  • 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

  • People management: to include communications, team building, leadership and motivating others.
  • 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.
  • Networking: an awareness of the interpersonal skills of effective listening, negotiating, persuasion and presentation and their use in generating business contacts.
  • Ability to work collaboratively both internally and with external customers and an awareness of mutual interdependence.
  • Articulating and effectively explaining information.
  • Communication and listening including the ability to produce clear, structured business communications in a variety of media.
  • Emotional intelligence and empathy.
  • 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.

Resources

Reading list

RECOMMENDED READING

Core text

Johnson, G.,Whittington, J., Scholes, K., Angwin, D., Regner, P. (2017) Exploring Strategy, Text and Cases 11th edition, Hemel Hempstead: Pearson.

Recommended additional reading

Tajvidi, M., and Karami, A., (2015) Product Development Strategy Innovation Capacity and Entrepreneurial Firm Performance in High-Tech SMEs, Palgrave Macmillan, UK.

Karami, A. (2007) Strategy formulation in entrepreneurial firms, Ashgate, UK Karami, A., and Analoui, F. (2003) Strategic Management in Small and Medium Enterprises, London: Thomson.

Hill, C. W. L., and Jones, G. R. (2004) Strategic Management: An Integrated Approach, 6th edition, Boston: Houghton Mifflin Company

Lynch, R. (2003) Corporate Strategy, (3rd ed), Essex: FT Prentice Hall.

Mintzberg, H., Quinn J. B., andGhosal, S. (1998) The Strategy Process, European Edition, Hemel Hempstead: Prentice Hall Int.

Pettinger, R. (2004) Contemporary Strategic Management, Hampshire: Palgrave Macmillan.

Porter M.E. (1985) Competitive Advantage, New York: Free Press.

Wheelen, T. L., and Hunger, D.J. (2002) Strategic Management and Business Policy (9thed), Essex: Prentice Hall.

Courses including this module

Compulsory in courses:

Optional in courses: