PROGRAMME: University of Sunderland BA (Hons)Business Management

DURATION: 5:30 pm to 8:00 pm Contract Hours: 40

Tuesday Actual Hours: 40

MODE: Part-Time

Strategic Management

LECTURER: Wayne Homer

CAMPUS: San Fernando Revised 8th June 2015

Lecture

Number

Time Hrs Cum

Hrs

Lecture Topic

(s)

No./ Type

of

Session

Important Concepts/ Ideas to know/Learning

Outcomes

Expected Reading Other Matters Questions Items Due

For Next

Class

1 Tues 8-Sep-2015 5:30-8:00pm 2.5 2.50 Introduction Lt/T Introduction to the course and the concept of

business strategy.

Sunderland Module

Guide Chapter 1

Short Case,

Past Paper

Review

Access to

UoS online

library

services

Tues 15-Sep-2015 NO CLASS

2 Tues 22-Sep-2015 5:30-8:00pm 2.5 5.00 The Strategy

Labyrinth -

Models,

Concepts,

Theories

Lt Most popular models, concepts and theories of

strategic management. Porter’s (1985) models,

including the

5 Forces for Industry Analysis, Generic Strategies

and the Generic Value Chain,

Bowman’s Strategy clock, Kaplan and Norton’s

(1992) Balanced Scorecard, the BCG matrix and

the GE McKinsey matrix, Ansoff’s Product-Market

Matrix and SWOT

Johnson, Scholes and

Whittington, (2011)

Exploring Corporate

Strategy, 9th Edition,

Pearson Education

Limited; pp3-20. pp27-

42. p49-81

Sunderland Module

Guide Chapter 2

Read the

Case "The

Sale of

Burmah

Castrol to BP

Amoco"

3 Tues 29-Sep-2015 5:30-8:00pm 2.5 7.50 Case study of

BP Amoco

T Porters’ (1985) models’ - 5 Forces for Industry

Analysis, Generic Strategies and

the Generic Value Chain towards Competitive

Advantage.

Case study of BP

Amoco and

then the paper -

Strategy Past; Strategy

Futures by Peter

McKiernan

Attempt

questions 1

to 4

Read the

case study

"The Brewery

Group

Denmark"

4 Tues 6-Oct-2015 5:30-8:00pm 2.5 10.00 The Brewery

Group

Denmark :

Faxe, Ceres

and Thor

T Review the case study Brewery Group Denmark

(BGD) in groups

The Brewery Group

Denmark Case

Attempt

questions 1

to 4

5 Tues 13-Oct-2015 5:30-8:00pm 2.5 12.50 Organizational

Purpose

Lt Purpose of organizations, shareholders or

stakeholders, mission statement, Corporate

Governance, paradox of ‘profitability’ and

‘responsibility’.

Johnson, Scholes and

Whittington, (2011),

Exploring Corporate

Strategy, 9th Edition,

Pearson Education

Limited; pp119-145.

Sunderland Module

Guide Chapter 8

Research

Blackberry

(RIM) and the

Mobile Phone

Industry

COURSE OUTLINE

COMPONENT:

CORPORATE EDUCATION CENTER (CEC)

Lecture Day &

Date

DAY(S):

A Great Place to Learn.

6 Tues 20-Oct-2015 5:30-8:00pm 2.5 15.00 Blackberry &

The Mobile

Phone Industry

T Analysis of the Smartphone mobile phone

industry and then the Blackberry Phone business

within the company - Research In Motion (RIM).

Research In Motion

website.

Attempt

questions 1

to 4

7 Fri

(Makeup)

23-Oct-2015 5:30-8:00pm 2.5 17.50 Blackberry &

The Mobile

Phone Industry

T SWOT analysis, Blackberry’s Strategic

development. Decision driven by competition or

internal capabilities?

Research In Motion

website.

Attempt

questions 1

to 4

8 Tues 27-Oct-2015 5:30-8:00pm 2.5 20.00 Public Sector

Strategy

Lt Organizational control in the public domain,

nature of organization and environment within

public sector management thinking, issue of

managing complexity

Johnson G. and

Scholes K.(ed), (2001),

Exploring Public Sector

Strategy, Financial

Times

Prentice Hall; p1-160.

Sunderland Module

Guide Chapter 6

Castle Press

and New

Town Council

Cases

9 Tues 3-Nov-2015 5:30-8:00pm 2.5 22.50 Castle Press

and New Town

Council Cases

T The process of strategy development Castle Press and New

Town Council Cases

Submit

Assignment

Brief

Attempt

questions 1

to 4

10 Tues 10-Nov-2015 5:30-8:00pm 2.5 25.00 Influences On

Action

Lt Strategic decisions and actions, forces in the

environment, perceptions, ‘character’ and history,

characteristics of leaders, growth of an

organization.

Johnson G., Scholes K.

and Whittington R.

(2011) p397 - 418.

Sunderland Module

Guide Chapter 4

Articles on

Ryanair

11 Tues 17-Nov-2015 5:30-8:00pm 2.5 27.50 Ryanair T Leadership style, company’s strategy, competitive

advantage, Greiner’s (1975) model.

Articles on Ryanair Attempt

questions 1

to 3

12 Fri

(Makeup)

20-Nov-2015 5:30-8:00pm 2.5 30.00 Risk

Management

Lt Concept of risk management, rationale

and application of corporate risk management in

business, non-financial/qualitative element, risk

management process, organizational techniques

for identifying risk.

Merna, M. & Al-Thani,

F. F., (2008), Corporate

Risk Management, 2nd

Edition, John

Wiley & Sons Ltd.

Chapters 1,2,3, 4 and

10.

Sunderland Module

Guide Chapter 3

13 Tues 24-Nov-2015 5:30-8:00pm 2.5 32.50 Global Strategy

and the

Transnational

Corporation

Lt Global Strategy and the Transnational

Corporation (TNC)

Sunderland Module

Guide Chapter 5

14 Tues 1-Dec-2015 5:30-8:00pm 2.5 35.00 Culture,

Structure and

Strategy

Lt The interaction of Culture, Structure and Strategy Sunderland Module

Guide Chapter 7

15 Fri

(Makeup)

4-Dec-2015 5:30-8:00pm 2.5 37.50 Strategy - Does

it Matter?

Lt Synthesise the range of topics that has been

covered within the Strategic

Management module

Johnson, Scholes and

Whittington, (2011),

Exploring Corporate

Strategy, 9th Edition,

Pearson Education

Limited, pp327-

348.pp231-257, p168-

178, pp265-285

Sunderland Module

Guide Chapter 9

Submit

Outline of

Assignment

16 Tues 8-Dec-2015 5:30-8:00pm 2.5 40.00 Consultation Lt/T Revew of sample past assignment submission.

Refresher on Harvard Referencing and

Plagarism. Feedback on draft assignments.

Open Q&A

_________________________________ __________________________________

Lecturer Signature Course Administrator Signature

________________________________ _________________________________

Date Submitted Date received

Last Notes: SBCS reserves the right to make changes to the information contained herein. Any changes effected to the informationcontained herein will be made known to all students concerned via class announcement. It is thus the responsibility of the student

to attend all classes and to keep abreast of matters should they be absent from any class session. Students are advised and encouraged

to contact their fellow classmates for updates where class sessions have been missed.

Date syllabus last modified: April, 2013

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Unit Manager Signature Quality Assurance Manager Signature Executive Director Signature

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Key / Legend Lt = Lecture T=Tutorial Lb = Lab EP = Exam Prep