This module is an introduction to global strategic management and an opportunity to integrate learning from functional modules. The module focuses on developing your key analytical and diagnostic skills in developing strategy in large organizations. Delivered over five days, the module is structured around strategic tools and concepts. In particular, the module focuses on key strategic challenges faced by large organizations. Module themes are based on group discussions and presentations.
Internationalisation: This module integrates international issues through case analysis and your experience. In the past, we have used cases that span global issues and challenges.
External Engagement: In the past we have had speakers from industry, including Margaret Heffernan, the author of Wilful Blindness and A Bigger Prize, and Jim French, the ex-CEO of Flybe.
Employability: This module will help you articulate the strategic imperative of sustainability issues to future employers.
Ethics Sustainability and Corporate Responsibility:the module will look at ethics, sustainability and corporate responsibility as part of the key strategic choices facing firms.
Research in Teaching:the module will draw on advances in strategic management research through a various articles in leading academic journals. It will also use the module leaders’ research expertise on strategy process and practice, and scenario planning and systems thinking as part of the lectures and case discussion.
Full module specification
|Duration of module:||
Duration (weeks) - term 1: |
The aim of this module is to introduce strategy through an intellectually stimulating, and academically rich, yet practical study of strategic management. The module challenges and integrates theoretical ideas in strategic management. The module explores the ideas of both leading scholars to discuss what strategy comprises, and prominent practitioners to establish how strategy is implemented. The aims of the module are: to understand 21st century challenges from a strategic management perspective; to develop the ability to analyse and develop a holistic approach to strategic issues; to develop a critical understanding of strategic thinking and its implications for organizations.
ILO: Module-specific skills
- 1. recognise the different models of, and approaches to, strategic management.
- 2. demonstrate a critical understanding of strategic management tools and concepts.
- 3. evaluate firm strategies in light of global challenges.
ILO: Discipline-specific skills
- 4. analyse an organisation's competitive environment, evaluate competitive positions, and identifiy core competences using various tools and models of strategy.
- 5. assess strategic issues through the application of various strategy tools and models.
- 6. generate strategic choices for an organisation and appropriate recommendations in case study contexts.
ILO: Personal and key skills
- 7. present and defend strategic analyses based on case material, desk research and research in the marketplace.
- 8. demonstrate effective writing skills in explaining the results of analysis, interpretation and recommendations.
Learning activities and teaching methods (given in hours of study time)
|Scheduled Learning and Teaching Activities||Guided independent study||Placement / study abroad|
Details of learning activities and teaching methods
|Category||Hours of study time||Description|
|Scheduled Learning and Teaching||35||Lectures & facilitated group discussions|
|Guided Independent Study||65||Reading, Research, Writing|
|Form of assessment||Size of the assessment (eg length / duration)||ILOs assessed||Feedback method|
|Group exercises||In class||1-6, 7||Oral feedback|
Summative assessment (% of credit)
|Coursework||Written exams||Practical exams|
Details of summative assessment
|Form of assessment||% of credit||Size of the assessment (eg length / duration)||ILOs assessed||Feedback method|
|Individual analysis of a key strategic issue for a chosen company: industry research and analysis; applying tools and models of strategy; evaluating strategic options/recommendations.||50||2000 words||1 - 8||Written feedback|
|Group Discussion (5/6 group members)||20||10 minutes group presentation||1 - 8||Oral feedback|
|Corporate Challenge or individual assignment for those students unable to take the corporate challenge||30||Powerpoint Slidedeck||1 - 8||Written feedback|
Details of re-assessment (where required by referral or deferral)
|Original form of assessment||Form of re-assessment||ILOs re-assessed||Timescale for re-assessment|
|Analysis of a key strategic issue for a chosen company plus group work||Assignment 2000 words||1 - 8||6 weeks after briefing|
What is strategy?
Building tomorrow’s capabilities
Indicative learning resources - Basic reading
Rumelt, Richard. (2011). Good strategy, bad strategy: The difference and why it matters, London: Profile.
Johnson, Gerry, Whittington, Richard, Scholes, Kevan, Regner, Patrick and Duncan Angwin. 2014. Fundamentals of strategy (3rd Edition), Harlow, Essex: Pearson
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Last revision date