Cardiff Metropolitan UniversityMODULE TITLE: Strategic
Management
PROGRAMME: MBA
SEMESTER: Semester Two
ACADEMIC YEAR PERIOD: June-September 2014
LECTURER SETTING ASSESSMENT: - Mervyn Sookun (Module Leader)
Contact: [email protected]
DATE ASSESSMENT SET AND LOADED ON TO STUDENT PORTAL:-
DATE ASSESSMENT TO BE COMPLETED AND SUBMITTTED:
Table of Contents:
1. Assessment type2. Indicative assessment requirements for the
module3. Maximum word limit and assessment weighting for each
aspect within the assessment4. Description of assessment
requirements (Tasks 1-4)5. Group Report and PPT guidelines6.
Learning Outcomes7. Summary of marking scheme (group report and
PPT)8. Grading Criteria9. Individual supporting contributions to
group report and PPT, and marking scheme.10. Notes on Plagiarism
& Harvard Referencing 11. Module Descriptor12. Group Assignment
Feedback Sheet13. Individual Supporting Contributions Feedback
Sheet14. Further Guidance Notes15. Reading list16.
---------------------------------------------------------------------------------------------------SECTION
1Assessment Type:
Group Report and a set of PowerPoint slides (50%) Individual
Supporting Contributions to Group Report and PowerPoint slides
(50%)--------------------------------------------------------------------------------------------------SECTION
2 Indicative Assessment Requirements for the Module:
Group Report and supporting Power Point slides. Supporting
documentation is required to be produced as an individual
contribution to the assessment (equivalent to an overall maximum of
3000 words in
total)---------------------------------------------------------------------------------------------------
SECTION 3Maximum Word Limit and Assessment weighting for each
aspect within the assessment: Group Report: 6000 words and a
maximum 15 Power Point Slides: Assessment Weighting 50% Individual
assessment contribution (an individual set of supporting
documentation from each student equivalent to 3000 words absolute
maximum): Assessment Weighting 50%
---------------------------------------------------------------------------------------------------
SECTION 4
Description of Assessment Requirements
As strategy consultants, imagine that you have been approached
by the Board of Directors of a company of your choice to advise
them on their future strategic direction. You are required to
present your opinion, fully grounded in researched evidence, in the
form of a report covering:
Task 1
An analysis of the company's vision, mission and internal
capabilities drawing on relevant models.(15 marks)
Task 2
Using relevant tools, conduct a detailed analysis of the
environment and industry in which the company is operating. In
particular, the Board want your team to analyse the extent to which
disruptive innovation will change its future competitive
landscape.(15 marks)
Task 3
Using strategic theory, critically discuss and evaluate the
strategic options that the Board could consider implementing in the
light of your internal and external analysis. Briefly, discuss the
implementation issues associated with your proposed
recommendations.(40 marks)
Task 4 One of the Board members has recently read a text by Jim
Collins and Morten Hansen (2011) entitled "Great by Choice" which
identifies a selection of companies with highly successful
strategies. The Board would like to know: what lessons they could
draw from this text and how to implement them in their organisation
Whether or not these lessons might be consistent and compatible
with the strategy models proposed by leading authorities such as
Porter, Mintzberg, Ghoshal, Kim and Mauborgne and other
commentators. (20 marks)Presentation (10 marks)You may use
appendices. These do not affect word count.
(Limit: 6000 words)
______________________________________________________
SECTION 5
Group Report Guidelines
a) Students are required to fully participate in and contribute
to the development of the Group Report and PowerPoint slides.
Non-participation and/or non-attendance will result in restriction
of marks for this aspect of the assessment.b) The group size will
be determined by the module leader and module teaching team and
will normally be 6 members (normal maximum). In specific
circumstances this may be varied.c) Students are required to submit
their formal Group Report (4000 words) via Turnitin during the
examination week ( a specific date will be communicated to you
during the semester). Only one report per group is required. d) The
Assessment Weighting for this aspect of the group assessment is 50%
(all students in the particular group are awarded the same
percentage)e) Marks will be allocated based on the guidelines
specified in Section 7 below (Also see the detailed feedback sheet
in Section 12 and Guidance Notes in Section
14)___________________________________________________________
SECTION 6: Learning Outcomes
Learning outcomes tested:Task 1 Demonstrate a critical awareness
of research in the evolution of strategic management Critically
analyse a case situation in terms of strategic issues and make
justified recommendations
Task 2 Identify and explain the importance of how the synthesise
of knowledge gained from other business modules may be brought
together into a comprehensive understanding of the concepts
underpinning competitive advantage. Understand and be able to
critically analyse the strategic position and the interrelated
functions of Production and Operations Management (POM) in
organisations
Demonstrate, understand and critically explain the importance of
integrational thinking in their understanding of strategy and its
formation and development in complex organisations
Task 3
Evaluate and develop the ability to identify strategic issues
and design appropriate courses of action
_____________________________________________________________
Section 7: Marking Scheme: Group Report and PowerPoint Slides
(Also see the Feedback Sheet for further guidance in Section
12)
Task 1 Use of strategic capabilities concept Relationship
between culture and strategy Use of relevant models to make
recommendations (15 marks)
Task 2
Competitive analysis and impact of disruptive innovation(15
marks)
Task 3Discussion and application of strategic choice
modelsResource implications of the selected strategyUse of academic
concepts and models to demonstraterelationship among key resource
areas: HR,operations, finance, technology(40 marks)Task 4
Critical discussion of Collin's thesis(20 marks)
Quality, creativity and coherence of PowerPoint slidesEvidence
of teamwork
Overall Presentation, referencing, visual aids, professionalism,
(10 marks)evidence of teamwork
Total:(100 marks)/value=50%
Section 8: Grading Criteria
MARK29 or less30 - 3940 - 4950 - 5960 - 6970 +
CONTENT: Has the question been answered?
Vague, random, unrelated materialSome mention of the issue, but
a collection of disparate pointsBarely answers the question just
reproduces what knows about the topicSome looseness/digressionsWell
focusedHighly focused
TOPICKNOWLEDGEIs there evidence of having read widely and use of
appropriate and up to date material to make a case?No evidence of
reading.No use of theory not even hinted at implicitly.No evidence
of reading.An implicit hint at some knowledge of theory, etc.No
evidence of reading. Very basic theories mentioned but not
developed or well used.Some reading evident, but confined to core
texts.Good reading.Good range of theories included.Excellent
reading.Well chosen theories.
UNDERSTANDING & SYNTHESISAre ideas summarized rather than
being reproduced, and are they inter-related with other ideas?
No theory included.Vague assertions/poor explanations.Long
winded descriptions of theory.
Some long winded sections.Some quotations, but stand alone.Some
inter- connections.Good summary of theory.Good use of quotations
that flow with narrative.Good inter-connections.Succinct, effective
summaries of theory. Excellent choice and threading of quotations
into argument. Good counterpoising of a range of perspectives.
APPLICATIONDoes it show appropriate use of theory in a practical
situation?No examplesNo/limited/inappropriate examplesFew
examplesUneven examplesGood examplesExcellent range of
examples.
ANALYSISDoes it identify the key issues, etc in a given
scenario, proposal or argument?Vague assertions about
issues.Largely descriptive with no identification and analysis of
central issues.Limited insight into issues.Some good
observations.Good, detailed analysis.Comprehensive range of issues
identified and discussed fully.
EVALUATION & CONCLUSIONDoes it critically assess
material?Are there a workable and imaginative solutions?No
evaluation.Uncritical acceptance of material.Some evaluation but
weak. Little insight.Good interpretation. Some but limited
sophistication in argument.
Good critical assessment. Independent thought displayed.Full
critical assessment and substantial individual insight.
REFERENCINGThorough and accurate citation and referencingNo
referencingNo referencingLimited/poor referencingSome
inconsistencies in referencing
Appropriate referencingAppropriate referencing
PRESENTATIONLogical and coherent structure to argument and
effective presentation
No structure apparent.Poor presentation.
Poor structure.Poor presentation.Acceptable, but uneven
structure.Reasonable presentation.Reasonable structure.Good
presentation.Good argument.Well presented material.Excellent
argument.Very effective presentation format.
___________________________________________________________________________
SECTION 9 :Individual Supporting Contributions to Group Report
and Slides
Learning outcome assessed:
Critically analyse a case situation in terms of strategic issues
and make justified recommendations.
Each student is required to provide supporting documentation
within a stipulated allowed maximum of 2000 words .
The required content of the supporting documentation produced by
each student should cover the specific categories listed:(a)
Provide an executive summary for their personal and individual
research and work undertaken for the topic set-required in
Executive Report standard format: (10 marks) (b) Indicate and
identify the key areas of research and sources which the student
has had to identify and undertake to contribute to the presentation
and their key sources of research/references/literature search
sources related to each to the task above. Research Skills (Use of
free web-based resources such as company reports, trade association
statistics and some government or supra-governmental (EU, UN)
reports and statistics, the business press and journals available
through BusinessSource Premier, Factiva or Proquest, and reports
from organisations such as Euromonitor, Key Notes and Mintel ) (10
marks)(c) A critical discussion of strategic models from the
evidence identified by the individual student related to the topic
set. (40 marks)(d) An indication of the individual key conclusions
and findings related to strategic theories and models and the
practical implications for the corporate parent/board of directors.
(20 marks)(e) Identification of the key issues and conclusions
which the student has learned as a result of undertaking the group
assignment on the topic set and an identification of the success or
failure of their group-team endeavours. (10 marks)(f) An indication
of the way in which their individual contribution impacted on Group
Assignment by listing the action points included in the Group
Report. (10 marks)
Total: 100 marks/ 50%(Max 2000 words 50% weighting)
Each student will receive an individual mark for their
submission of their individual supporting contributions and
documentation. It is emphasised that this aspect of the assignment
is to be the work of the individual student and should reflect
individual researches; comprehension of the tasks involved; views;
critical awareness; use of theory; interpretation and judgements;
use of evidence; evaluation and a systematic approach to the use of
research
---------------------------------------------------------------------------------------------------SECTION
10:Notes on Plagiarism & Harvard Referencing
Plagiarism
Plagiarism is passing off the work of others as your own. This
constitutes academic theft and is a serious matter which is
penalized in assignment marking.
Plagiarism is the submission of an item of assessment containing
elements of work produced by another person(s) in such a way that
it could be assumed to be the students own work. Examples of
plagiarism are :
the verbatim copying of another persons work without
acknowledgement
the close paraphrasing of another persons work by simply
changing a few words or altering the order of presentation without
acknowledgement
the unacknowledged quotation of phrases from another persons
work and/or the presentation of another persons idea(s) as ones
own.
Copying or close paraphrasing with occasional acknowledgement of
the source may also be deemed to be plagiarism is the absence of
quotation marks implies that the phraseology is the students
own.
Plagiarised work may belong to another student or be from a
published source such as a book, report, journal or material
available on the internet.
Harvard Referencing
The structure of a citation under the Harvard referencing system
is the authors surname, year of publication, and page number or
range, in parentheses, as illustrated in the Smith example near the
top of this article.
The page number or page range is omitted if the entire work is
cited. The authors surname is omitted if it appears in the text.
Thus we may say : Jones (2001) revolutionized the field of trauma
surgery.
Two or three authors are cited using and or & : (Deane,
Smith, and Jones, 1991) or (Deane, Smith & Jones, 1991). More
than three authors are cited using et al. (Deane et al. 1992).
An unknown date is cited as no date (Deane n.d.). A reference to
a reprint is cited with the original publication date in square
brackets (Marx [1867] 1967, p. 90).
If an author published two books in 2005, the year of the first
(in the alphabetic order of the references) is cited and referenced
as 2005a, the second as 2005b.
A citation is placed wherever appropriate in or after the
sentence. If it is at the end of a sentence, it is placed before
the period, but a citation for an entire block quote immediately
follows the period at the end of the block since the citation is
not an actual part of the quotation itself.
Complete citations are provided in alphabetical order in a
section following the text, usually designated as Works cited or
References. The difference between a works cited or references list
and a bibliography is that a bibliography may include works not
directly cited in the text.
All citations are in the same font as the main text.
Examples
Examples of book references are :
Smith, J. (2005a). Dutch Citing Practices. The Hague: Holland
Research Foundation.
Smith, J. (2005b). Harvard Referencing. London: Jolly Good
Publishing.
In giving the city of publication, an internationally well-known
city (such as London, The Hague, or New York) is referenced as the
city alone. If the city is not internationally well known, the
country (or state and country if in the U.S.) are given.
An example of a journal reference :
Smith, John Maynard. The origin of altruism, Nature 393, 1998,
pp. 639-40.
An example of a journal reference :
Bowcott, Owen. Street Protest, The Guardian, October 18, 2005,
accessed February 7, 2006.
SECTION 11: MODULE DESCRIPTOR
.
Module TitleModule NumberJACS Subject Code(s) and % of each
subject ASC Category(ies)
Strategic Managementtbc
Level (4-6 u/g; 7 p/g; 8 doctorate)CreditsECTS CreditModule
Value% Taught in WelshModule Type
72010
Teaching PeriodPre-requisites
One trimesterNone
Module LeaderSchool(s)Campus
Mervyn SookunLondon School of CommerceLondon
Assessment Methods
Assessment TypeDuration/Length of Assessment TypeWeighting of
AssessmentApproximate Date of Submission
Group Presentation PP Paper, and individual assignment based on
developing strategy for business resilience and sustainability4000
words maximum equivalent 100% Week 12
Aim(s)
The module aims to:-
Provide students with a detailed integrative framework for
understanding the role and functions of Strategic Management within
contemporary business organisations. Enable students to comprehend
how organisations formulate, implement, and evaluate strategies and
how they consider the strategic alternatives available to them.
Develop in students and provide them with a comprehensive
understanding of strategic management concepts and the techniques
which are used in the development and formation of strategies.
Provide a framework and context within which knowledge acquired
across the programme may be coupled with new strategic-management
techniques and how this may be synthesised to chart the future
potential direction of different organisations. Enhance
understanding of how, in the formulation of strategy for an
organisation, the different functional areas of business (e.g.
accounting, finance, human resources, information systems,
marketing, operations management, etc.) are required to be
considered as part of an integrative approach. Consider how
management tools (e.g. SWOT/PESTEL analysis) may be used to
formulate strategy and position the organisation internally and in
the external environment Examine the contribution which business
organisation, operations and circumstances make to strategic
development and their relationship and significance to customer
service; the supply chain; provision of goods and services; total
systems approaches; value chains and value concepts; client and
customer perceptions; the manufacturing and operations plan, and
global environments,
Learning Outcomes
Upon successful completion of this module the students will be
able to: Demonstrate, understand and critically explain the
importance of integrational thinking in their understanding of
strategy and its formation and development in complex organisations
Identify and explain the importance of how the synthesise of
knowledge gained from other business modules may be brought
together into a comprehensive understanding of the concepts
underpinning competitive advantage. Critically analyse a case
situation in terms of strategic issues and make justified
recommendations. Evaluate and develop the ability to identify
strategic issues and design appropriate courses of action.
Understand and be able to critically analyse the strategic position
and the interrelated functions of Production and Operations
Management (POM) in organisations Demonstrate a critical awareness
of research in the evolution of strategic management
Learning and Teaching Delivery Methods
A variety of teaching approaches is used, including lectures,
seminars, case analysis, teamwork and extensive use of electronic
resources for guided research.
STUDY HOURS
Lectures/ seminars24
Directed learning48
Independent learning128
Total study hours200
Indicative Content
The strategy concept; corporate strategy. Models of how
organisations formulate strategy. Environmental analysis. Strategy
formulation. Forms of organisational structure; organisational
analysis Setting strategic direction Process by which strategy is
formulated and formed in particular situations. Strategic changes;
leadership requirements for strategic change. Implementing
strategic change. Strategic Management: Manufacturing Inventory
Control Facilities location planning Control of processes,
operations and operations management
Recommended Reading & Required Reading
Core Text: Johnson G. and Scholes K. (2012) Exploring Corporate
Strategy, (8th Edn) Prentice Hall, UK Greasley, A (2009) Operations
Management (2nd edn).Chichester, UK: John Wiley.
Recommended reading Core text: Mintzberg H, Quinn J. and Ghoshal
S (2004) The Strategy Process (European Edition), Prentice Hall,
UK, 4th edn De Wit and Mayer (2010) Strategy CENGAGE Learning
Business Press; 4th Revised edition Lynch R. (2006) Corporate
Strategy, (4th edn) Pitman Publishing, London Rosen R (2006)
Strategic Management: An Introduction, Pitman, UK Stacey R. (2007)
Strategic Management and Organisational Dynamics, (5th edn) Pitman,
UK Christopher.M., (2005), Logistics and Supply Chain Management,
Strategies for Reducing Cost and Improving Service, (3rd edn).
London: Pearson Education. Bozarth, C and Handfield, R (2008).
Introduction to Operations and Supply Chain Management. (2nd edn.).
London: Pearson Education.
Access to Specialist Requirements
None
SECTION 12: Feedback Sheet for Group Report and PPT slides
CMET/LSC MBA Strategic Management Group Assignment Feedback
Sheet Feb-June 2014Group number:Members:
Assessor(s)
Mark AllocationScore/Comments
Task 1
Use of strategic capabilities concepts: is the analysis grounded
in key models( VRIN, Value chain, benchmarking, 7S, Analytical SWOT
profile and others)?Is there evidence of sound application of
models (cultural web, culture typologies, national culture:
Hofstede, Trompenaars, Adler &Laurent,Hall, Usinier)? Have
clear conclusions been drawn in terms of relationship between
culture and strategy?15
Task 2
Competitive analysis:Has the full range of competitive tools
been applied (e.g. PESTLE, 5 forces, Value Net, CAGE, Yip's
drivers, Porter's Diamond )? Discussion of disruptive
innovation?15
Task 3
Use of relevant models to make recommendations:Is there evidence
of appreciation and application of business strategy models,
corporate strategy, entrepreneurial strategy and international
strategy? (i.e. Bowman's Clock, Porter's Generic, Blue Ocean,
Bertrand's Best Response, Game theory, Cournot's Quantity Dynamics,
Corporate Parenting styles, BCG matrix, Shell-GE, Ashridge, Yip's
drivers, Diamond, CAGE, Gupta's model, Entrepreneurial models etc).
Are the recommendations fully grounded in reliable evidence?Use of
academic concepts and models to demonstrateRelationship among key
resource areas: HR, operations, finance, technology. Have members
demonstrated an appreciation of other modules on the MBA programme
in relation to this assignment?Critical analysis and application of
change management models(Forcefield, culture change models, Hope
and Balogun, Lewin, Dyer, Gigliardi, etc
40
Task 4
Critical discussion of Great by Choice20
PowerPoint slides:Creativity, consistency between Group Report
and PPTs, likely impact on audience10
Overall Presentation, referencing, visual aids, professionalism,
evidence of teamwork
Overall comment:
Total100
SECTION 13: Feedback Sheet for Individual Contribution
MBA STRATEGIC MANAGEMENT: FEEDBACK SHEET FOR INDIVIDUAL
SUPPORTING CONTRIBUTIONS TO GROUP REPORT AND SLIDES
NameID:Date:Assessor(s)Allocated mark/comment
Provide an executive summary for their personal and individual
research and work undertaken for the topic set-required in
Executive Report standard format: is there a consistency between
the group report and the executive summary? Is the student fully
conversant with the content of the Group Report and PPT slides? Is
there evidence of teamwork?10 marks
Indicate and identify the key areas of research and sources
which the student has had to identify and undertake to contribute
to the presentation and their key sources of
research/references/literature search sources related to each to
the task above. Research Skills (Use of free web-based resources
such as company reports, trade association statistics and some
government or supra-governmental (EU, UN) reports and statistics,
the business press and journals available through BusinessSource
Premier, Factiva or Proquest, and reports from organisations such
as Euromonitor, Key Notes and Mintel ) 10 marks
A critical discussion of strategic models from the evidence
identified by the individual student related to the topic set. Has
the student critically explained and justified his/her part of the
contribution? Has the student demonstrated an awareness of his/her
colleagues' contributions? Is there evidence of extensive academic
research beyond the core textbooks? 20 marks
An indication of the individual key conclusions and findings
related to strategic theories and models and the practical
implications for the corporate parent/directors. How realistic are
the conclusions? Do they reflect the content of the group report?
Is there a consistency between their individual conclusions and
those of their colleagues?40 marks
Identification of the key issues and conclusions which the
student has learned as a result of undertaking the group assignment
on the topic set and an identification of the success or failure of
their group-team endeavours. Has the student drawn on the other
modules of the MBA programme to make meaningful conclusions?
Relevant concepts include Belbin's team roles, Tuckman's group
development, conformity, risky shift etc10 marks
An indication of the way in which their individual contribution
impacted on Group Assignment by analysing the action points
included in the report. Has the student used a learning model for
this aspect of the assessment?10 marks
Overall comment:
Total 100
SECTION 14: Further Guidance Notes
Students are advised to study the whole of this document very
carefully and in particular pay attention to the assignment brief
(section 4) , the learning outcomes ( section 6), the marking
scheme ( section 8) and the feedback sheets ( sections 12 and 13).
The content of this document will be discussed fully in class.
Please note that according to the module descriptor the total study
hours for this module is 200 (see section 11) . Therefore the six
group members combined have to demonstrate that they have conducted
1200 hours of learning. Below are further guidance notes which
cross-refer you to the study notes and slides on the portal, based
on Johnson, Scholes and Whittington, (2010), Exploring Corporate
Strategy, Prentice Hall. Ensure that you achieve the basic learning
outcomes of each set of slides before you attempt to write up your
Group Report, prepare PPT slides, and do your Individual
Report.
Task 1
.
A. Cross-reference: See Portal for PP01
Summarise the strategy of an organisation in a strategy
statement. Identify key issues for an organisations strategy
according to the Exploring Strategy model. Distinguish between
corporate, business and operational strategies. Understand how
different people contribute to strategy at work. Appreciate the
contributions of different academic disciplines and theoretical
lenses to practical strategy analysis B. Strategic Capabilities and
Purpose of organisation: PP03 and PP 04 Identify what comprises
strategic capabilities in terms oforganisational resources and
competences and how theserelate to the strategies of organisations.
Analyse how strategic capabilities might provide sustainable
competitive advantage on the basis of their value, rarity,
inimitability and non-substitutability (VRIN). Diagnose strategic
capability by means of benchmarking, value chain analysis, activity
mapping and SWOT analysis. Consider how managers can develop
strategic capabilities for their organisations
C. Portal: PP 012 for the types of strategy Explain what is
meant by intended and emergent strategy development. Identify
intended processes of strategy development in organisations
including: the role of strategic leadership, strategic planning
systems and externally imposed strategy. Identify processes that
give rise to emergent strategy development such as: logical
incrementalism, political processes, the influence of prior
decisions and organisational systems. Explain some of the
challenges managers face in strategy development including:
managing multiple strategy processes, strategy development in
different contexts and managing intended and emergent strategy.
Task 2 D. Competitive Analysis : PP 02
Task 3D. Business Strategy PP 06 How organisations relate to
competitors in terms of their competitive business strategies. How
broad and diverse organisations should be in terms of their
corporate portfolios. How far organisations should extend
themselves internationally. How organisations are creative and
innovative. How organisations pursue strategies through organic
development, acquisitions or strategic alliances.
E. Corporate Strategy PP 07
Explain what is meant by intended and emergent strategy
development. Identify intended processes of strategy development in
organisations including: the role of strategic leadership,
strategic planning systems and externally imposed strategy.
Identify processes that give rise to emergent strategy development
such as: logical incrementalism, political processes, the influence
of prior decisions and organisational systems. Explain some of the
challenges managers face in strategy development including:
managing multiple strategy processes, strategy development in
different contexts and managing intended and emergent strategy.
F International Strategy PP08 Assess the internationalisation
potential of different markets. Identify sources of competitive
advantage in international strategy, through both global sourcing
and exploitation of local factors. Distinguish between four main
types of international strategy. Rank markets for entry or
expansion, taking into account attractiveness, cultural and other
forms of distance and competitor retaliation threats. Assess the
relative merits of different market entry modes, including joint
ventures, licensing and foreign direct investment.
Feedback Sheet: Evaluation and resource implications of
strategy, Is there a realistic understanding of the resources
required to support the strategy? Have evaluation tools been
applied (SAF) to assess strategic options? Is the group fully
conversant with quantitative and qualitative models drawn from this
module and other modules to appreciate the integrative nature of
strategic management?
A. Evaluation of Strategies: PP 011 Employ three success
criteria for evaluating strategic options: Suitability: whether a
strategy addresses the key issues relating to the opportunities and
constraints an organisation faces. Acceptability: whether a
strategy meets the expectations of stakeholders. Feasibility:
whether a strategy could work in practice. For each of these use a
range of different techniques for evaluating strategic options,
both financial and non-financial.
B. Resourcing the Implementation Process PP 012, PP013
Explain what is meant by intended and emergent strategy
development. Identify intended processes of strategy development in
organisations including: the role of strategic leadership,
strategic planning systems and externally imposed strategy.
Identify processes that give rise to emergent strategy development
such as: logical incrementalism, political processes, the influence
of prior decisions and organisational systems. Explain some of the
challenges managers face in strategy development including:
managing multiple strategy processes, strategy development in
different contexts and managing intended and emergent strategy.
Identify key challenges in organising for success, including
ensuring control, managing knowledge, coping with change and
responding to internationalisation. Analyse main organisation
structural types in terms of strengths and weaknesses. Recognise
key issues in designing organisational control systems (such as
planning and performance targeting systems). Recognise how the
three strands of strategy, structure and systems should reinforce
each other in organisational configurations and the managerial
dilemmas involved
A. Management of Change: PP 014 Identify types of required
strategic change. Analyse how organisational context might affect
the design of strategic change programmes. Undertake a forcefield
analysis to identify forces blocking and facilitating change.
Identify and assess the different styles of leading and managing
strategic change. Assess the value of different levers for
strategic change. Identify the pitfalls and problems of managing
change programmes.
Note
[ Other sets of slides: ,09, 010 dealing with innovation and
entrepreneurship may also be useful depending on the issues you aim
to develop]
Task 4
Critical discussion of the text. How does it challenge
conventional frameworks? Evidence of the following will be sought
in the assessment of your PPT slides.
Coherence between Group Report, Individual Report and PowerPoint
Slides
Consistently clear, concise, well organized. Points are easy to
follow because of the organization. Transitions between sections
are smooth and coordinated.
Display an excellent grasp of the material. Demonstrate
excellent mastery of content, application and implications.
Excellent research depth.
Very creative and original. Imaginative design and use of
materials. Visual aids, or methods.
Simple, clear, easy to interpret, easy to read. Well coordinated
with content, well designed, used very effectively. Excellent
example of how to prepare and use good visual aids
Clear, concise, major points emphasised, clear recommendations,
strong conclusion or call for action
SECTION 15: Reading list
(Also see the portal for a list of recommended textbooks) You
may find some of the references below useful for your assignment
depending on the topic/type of company you wish to research into.
The list is by no means exhaustive. You are at liberty to use
refereed sources and compile your own list of references.
Ackermann, F. (2011). "How OR can contribute to strategy
making." The Journal of the Operational Research Society 62(5):
921-923.
Andrews, K. (2004). The concept of corporate strategy. Strategy:
Process, content and context (third edition). B. de Wit and R.
Meyer. London, Thomson.
Benedict , J., Steenkamp, E. & Kumar, N., (2009). Don't be
undersold. Harvard Business review, pp. 91-95.
Boyne, G. & Meier, K., (2009). Environmental change , human
resources and organizational turnaround. Journal of management
studies , Volume 46, pp. 835-863.
Bradfield, R., G. Wright, et al. (2005). "The origins and
evolution of scenario techniques in long range business planning."
Futures 37(8): 795-812.
Bratt, I., Byron , E. & Zimmerman, A., 2009. US cut back on
spice once the spice of marketing. Wall street journal, pp.
16-17
Bryant, J., J. Darwin, et al. (2011). "Strategy making with the
whole organisation: OR and the art of the possible." The Journal of
the Operational Research Society 62(5): 840-854.
Bryant, J., M. Meadows, et al. (2007). Gone fishing: A case
study. Supporting strategy: Frameworks, methods and models. F. O'
Brien and R. G. Dyson. Chichester, Wiley.
Cable, V., 2009. The storm:the world economic crisis & what
it means. In: London: Atlantic books.
Chalmeta, R. and S. Palomero (2011). "Methodological proposal
for business sustainability management by means of the Balanced
Scorecard." The Journal of the Operational Research Society 62(7):
1344-1356.
Clemens, R. (2009). "Environmental Scanning and Scenario
Planning: A 12 month Perspective on Applying the Viable Systems
Model to Developing Public Sector Foresight." Systemic Practice and
Action Research 22(4): 249.Cravens, D. W., Piercy, N. &
Baldauf, A., 2009. Management frameword guiding strategic thinking
in rapidly changing markets. Journal of marketing management,
Volume 25, pp. 31-49.Driouchi, T., M. Leseure, et al. (2009). "A
robustness framework for monitoring real options Dyson, R. G., J.
Bryant, et al. (2007). The strategic development process.
Supporting strategy:
Frameworks, methods and models. F. O' Brien and R. G. DYSON.
Chichester, Wiley. Dyson,
Favoro, K., Romberger, T. & Meer, D., (2009). Five rules for
retailing in a recession. Harvard Business Review, pp.
64-72.Ferraro, C. & Sands, S., (2010), Retailers' strategic
responses to economic downturn:insights from down under.
International Journal of retail and distribution management ,
38(8), pp. 567
Franco, L., F. OBrien, et al. (2011). "Supporting strategy:
Contributions from OR, The Journal of the Operational Research
Society (editorial)." Journal of the Operational Research Society
62(5): 815-816.
Grant, R. M. (2006). Contemporary strategy analysis (Fifth
edition). Oxford, Blackwell. Grinyer, P. Jarzabkowski, P. and A. P.
Spee (2009). "Strategy-as-practice: A review and future directions
for the field." International Journal of Management Reviews 11(1):
69-95. Johnson, G., K. Scholes, et al. (2012). Exploring corporate
strategy (Seventh edition). London, Prentice Hall.Jones, B. &
Temperley, J., 2011. Waitrose :an emporium for the middle classes
broadens its appeal. International Journal of management cases, pp.
341-346.
Kaplan, R. S. and D. P. Norton (1992). "The Balanced Scorecard -
Measures That Drive Performance." Harvard Business Review 70(1): 71
- 79. Kowalski, K., S. Stagl, et al. (2009). "Sustainable energy
futures: Methodological challenges in combining scenarios and
participatory multi-criteria analysis." European Journal of
Operational Research 197(3): 1063.Moreau, R., 2010. Private label
and discounters shaping grocery retailing in Europe. Euromonitor
International, pp. 86-89.Morrow, J., Hitt, D. & Holcomb, T.,
2007. Creating value in the face of declining performance - firm
strategies and organizational recovery. strategic management
journal, Volume 28, pp. 271-283.
McGee, J., H. Thomas, et al. (2010). Strategy: Analysis and
practice (2nd edition). London, McGrawHill. Meadows, M. and F.
O'Brien (2007). Visioning: A process for strategic development
Supporting Strategy: Frameworks, methods and models. F. O' Brien
and R. Dyson. Chichester, Wiley: 27-54.
Montibeller, G. and A. Franco (2011), "Raising the bar:
strategic multi-criteria decision analysis." Journal of the
Operational Research Society 62(5): 855-867.Piercy, N., Cravens, D.
& Lane , N., 2010. Thinking strategically about pricing
decisions. Journal of Business strategy, pp. 38-48.Porter, M.,
1980. Competitive strategy:Techniques for analysing Industries and
competitors. In: New York: Free press.Porter, M.,( 2008). The five
competitive forces that shape strategy. Harvard Business review,
pp. 79-93.Porter, M. E., (1980,1998). Competitive
strategy:Techniques for analysing Industries and competitors. Free
Press, a division of Simon and Schuster.Price, T., 2009. Prospering
in uncertain times. Indust. and Comm.Tr, Volume 41, pp.
75-79.Quelch, J. & Jocz, K.,( 2009). How to market in a
downturn. Harvard business review, Volume 4, pp. 52-62. Raisch, S.
& Birkinshaw, (2008). Organisational ambidextirity, antecedents
, outcomes and moderators. Journal of management , Volume 34, pp.
375-409. Reeves, M. & Deimler, M., (2009). Strategies for
winning in the current and post recession environment. Strategy and
leadership, 37(6), pp. 10-17.
Rouleau, L. and J. Balogun (2011). "Middle managers, strategic
sensemaking and discursive competence." Journal of Management
Studies 48(5): 953-983.
Rouwette, E. (2011). "Facilitated modelling in strategy
development: Measuring the impact on communication, consensus and
commitment." Journal of the Operational Research Society 62(5):
879-887.
Rumelt , R., 2009. Strategy in a structural break. McKinsey
quarterly, Volume 1, pp. 35-42.
Stenfors, S., L. Tanner, et al. (2007). "Executive views
concerning decision support tools." European Journal of Operational
Research 181: 929 - 938.
Tapinos, E., R. G. Dyson, et al. (2011). "Does the Balanced
Scorecard make a difference to the strategy development process?"
The Journal of the Operational Research Society 62(5): 888-899.
Trutnevyte, E., M. Stauffacher, et al. (2012). "Linking
stakeholder visions with resource allocation scenarios and
multi-criteria assessment." European Journal of Operational
Research 219(3): 762.
Whittington, R. (2006). "Completing the practice turn in
strategy." Organization Studies 27(5): 613-634. Wright, G., G.
Cairns, et al. (2009). "Teaching scenario planning: Lessons from
practice in academe and business." European Journal of Opera
26 | Page
Page 27 of 27
