DRAFT – SUBJECT TO EXTERNAL APPROVAL · Web viewUndertake research to identify the type of...

MODULE GUIDE

Strategic Management

Department: International Business and Strategy

Module Code: BC315017S

Academic Year: 2009/2010

Semester 1

Contents

1. Key Information

2. Introduction to the Module

3. Intended Learning Outcomes

4. Outline Delivery (including attendance requirements)4.1 Lectures4.2 Tutorials

5. Assessment

6. Anglia Ruskin Generic Assessment Criteria and Marking Standards

7. Assessment Offences

8. Learning Resources8.1 Recommended Texts8.2 Recommended Internet Resources8.3 Other Resources

9. Module Definition Form

1. Key Information

Module/Unit title: Strategic Management

Module Leader: Graham WebsterAshcroft International Business School

Location of Delivery

Pathway Module Tutor Contact

Anglia Ruskin, Chelmsford.Anglia Ruskin, Cambridge.University Centre, Peterborough.School of Accounting and Management, Trinidad.KBU International College, Kuala Lumpur.Kolej PTPL Penang, Georgetown

Undergraduate Graham Webster

Anglia RuskinUniversityMichael A Ashcroft BuildingRoom 301Bishop Hall LaneChelmsfordCM1 1SQ

0845196 6849

[email protected]

2. Introduction to the Module

The module is designed to provide you with a holistic view of business organisations and thus the ability to appreciate the importance of strategic decisions at all levels of the business organisation. Its primary aim is to provide a vehicle for considering issues which cut across the functional boundaries of business organisations and which require multi-disciplinary skills in the solution.

The module builds upon knowledge gained elsewhere and attempts to bring this knowledge together through the consideration of the strategic management process. The module will therefore be concerned with the strategic analysis of the organisation with regard to its competitive positioning, the organisations strategic fit with its environment and its management style and culture. This analysis will form the platform for reviewing strategic options in response to the competitive environment and for considering aspects involved in implementing such strategic options.

One of the main focuses for the design of this module has been the further development of relevant employability and professional skills. Such skills are implicit in the learning outcomes.

Multiculturalism has been considered during the design of this module and will be considered when the assessment brief is written.

3. Intended Learning Outcomes

On successful completion of this module you will be able to:

a) Demonstrate an understanding of the importance of strategic resource capabilities of business organisations (including culture and finance), the organisations’ strengths and weaknesses and their impact upon organisational dynamics

b) Demonstrate an understanding of the nature and dynamics of the competitive environment in which business organisations operate, with particular focus on environmental threats and opportunities.

c) Undertake a detailed analysis and evaluation of the resource capability and competitive environment of business organisations, with particular focus on the strategic fit of such organisations.

d) Interpret that detailed analysis correctly and then report and present those findings in an appropriate manner.

4. Outline Delivery

4.1 Lectures

Week 1

Introduction to Strategic ManagementThe importance of strategic management. The characteristics of strategic management and strategic decisions. Levels of strategy. Contrasting strategic management from operational management.

Week 2

The Strategy ProcessAlternative approaches to strategic management – prescribed, emergent and scenario planning.

Week 3

Business Environment ScanningLayers in the business environment. The macro-environment; the PESTEL framework, and the National Diamond.

Week 4

Competition and Competitive AdvantageIndustries and sectors: Porter’s Five Forces and the dynamics of change. Competitors and markets. Critical Success Factors.

Week 5

Organisation Internal Environment Scanning (1)Resource capability, competences, core competences and sustainable competitive advantage.

Week 6

Organisation Internal Environment Scanning (2)Diagnosing strategic capability. The value chain and network. Benchmarking. Organisation strengths and weaknesses. Managing strategic capability and strategic fit.

Week 7

Financial Capability AnalysisAnalysis of the financial implications for strategy. Understanding corporate financial statements. Using ratio analysis to evaluate performance (efficiency, liquidity, profitability and solvency).

Week 8

Organisational Culture and StructureTypes of structure and culture and their impact on strategic management

Week 9

International IssuesGlobalisation. Market selection and entry. Market entry modes.

Week 10

Strategic FitMatching organisational capability with market opportunities, threats and critical success factors.

Week 11

Strategic ChoiceGeneric basis of competition, strategic direction and risk, and method of market entry.

Week 12

Coursework Assignment Review

Reinforcement of key issues that should be addressed in the assignment. Opportunity for any remaining issues or areas of uncertainty to be discussed.4.2 Tutorials

Please note that you are expected to prepare in advance for each for each tutorial session. The time in each tutorial session itself will be devoted to analysis and discussion of the task set for that session. Case Studies, where used, are taken from the core text (Johnson, Scholes and Whittington (2008), Exploring Corporate Strategy (Text and Cases), (8th edn)) and it is expected that you will have your own copy of this core text through which to access these Case Studies.

Week 1: Introduction to the Module

Distribution of the Module Guide. Introduction to the lecture and tutorial programmes, Reading list. Preparing for and participating in tutorials. Module assessment. The importance of staff-student communication. Introduction to next week’s tutorial case study

Week 2: The Strategy Process

Undertake research to identify the type of strategy process pursued by a Barclays Premier League football club of your choice. You must support your findings with appropriate evidence.

You are also required to assess the extent to which your chosen Premier League football club’s style of strategic management is suitable relative to the markets in which it operates.

Week 3: Manchester United

This Case Study can be found in the final section (“Case Studies”) of the module’s core text (Johnson, Scholes and Whittington (2008), Exploring Corporate Strategy (Text and Cases), (8th edn)

You are required to use the Case Study and any other sources of information to evaluate the resource strengths and weaknesses of Manchester United.

You are also required to identify the Critical Success Factors of the Barclays Premier League and assess the extent to which Manchester United’s resource capability matches up to these Critical Success Factors.

Week 4: Global Forces and the European Brewing Industry

This Case Study and related questions can be found at the end of Chapter 2 of the module’s core text (Johnson, Scholes and Whittington (2008), Exploring Corporate Strategy (Text and Cases), (8th edn)

Week 5: Ryanair


You are required to use Porter’s Five Forces Framework to analyse the international airline industry and Ryanair’s position relative to the Five Forces. What implications does your analysisi have for Ryanair’s potential profitability.

You should also be prepared to comment on the value of the Five Forces Framework as an analytical tool.

Week 6: Making eBay Work


Week 7: Formula One


Using the case study and any other information you may obtain: - undertake a Value Chain and Value System analysis of Formula One.- identify and explain the main strengths and weaknesses in Formula One’s

resource capability revealed by your analysis.

Week 8: Eurotunnel


Using the case study and any other information you may obtain: - evaluate the culture and structure of Eurotunnel, highlighting and special

strengths or weaknesses in the culture and structure - explain the financial indicators that you would use to evaluate the affordability of

strategic development and assess the extent to which a five-year strategy development programme costing around £1 billion annually would be affordable to Eurotunnel.

Week 9: Lenevo Computers: East meets West


Week 10: The Virgin Group


Week 11: IKEA


Using the case study and any other information you may obtain: - undertake a SWOT analysis of IKEA- analyse and evaluate the strategic position on the Strategy Clock of IKEA- Porter, in assessing generic competitive strategies, refers to the risk of being

“stuck in the middle”. To what extent is IKEA exposed to this risk?

Week 12: Assignment Surgeries

This week’s tutorial will be devoted to tutors offering advice on any outstanding problems you may have relating to the coursework assignment that you will shortly have to submit for formal assessment.

5. Assessment

Assessment Method % contribution tomodule mark or P/F

LearningOutcomes

Coursework Assignment (maximum 3,000 words)

100% 1-4

The assessment requires you to undertake a strategic analysis of a football club of your choice that is one of the 20 members (in the 2009-10 season) of the Barclays Premier League.

Details about the assignment are provided in the Assignment Briefing document.

6. Assessment Criteria and Marking Standards

In order to pass this module, students are required to achieve an overall mark of 40%

ANGLIA RUSKIN UNIVERSITY GENERIC ASSESSMENT CRITERIA AND MARKING STANDARDS LEVEL 3

Generic Learning

Outcomes (Academic Regulations, Regulation 2.26-2.41.2)

Assessment criteria by level

Marking standards (by

mark band) 70%+ 60-69% 50-59% 40-49% 30-39% 1-29%

Characteristics of student

achievement per mark band →

Achieves module outcome/s related to this GLO at this Level of Study



Achieves a marginal pass in the module outcome/s related to this GLO at this Level of Study

Fails marginally to achieve module outcome/s related to this GLO. MDF may permit compensation

Fails to achieve module outcome/s related to this GLO and is not eligible for compensation

Knowledge, Understanding and Intellectual

Skills

Level 3 (Degree) is characterised by an expectation of students’ increasing autonomy in relation to their study and developing skill sets. Students are expected to demonstrate problem solving skills, both theoretical and practical. This is supported by an understanding of appropriate theory; creativity of expression and thought based in individual judgement; and the ability to seek out, invoke, analyse and evaluate competing theories or methods of working in a critically constructive and open manner. Output includes is articulate, coherent and skilled in the appropriate medium, with some students producing original or innovative work in their specialism.

Excellent knowledge base that supports analysis, evaluation and problem-solving in theory/practice/ ethics of discipline with considerable originality. Very good academic/ intellectual skills

Good knowledge base that supports analysis, evaluation and problem-solving in theory/ practice/ ethics of discipline with some originality. Good academic/ intellectual skills

Satisfactory knowledge base that supports some analysis, evaluation and problem-solving in theory/practice/ ethics of discipline. Acceptable level of academic/ intellectual skills going beyond description at times

Basic knowledge base with some omissions at the level of theoretical/ethical issues. Some difficulties with academic/ intellectual skills. Restricted ability to discuss theory and/or or solve problems in discipline

Limited knowledge base; limited understanding of discipline/ethical issues. Weak academic/ intellectual skills. Still mainly descriptive. Difficulty with theory and problem solving in discipline

Inadequate knowledge base; lack of understanding of discipline/ethical issues. Very weak academic/ intellectual skills. Unable to discuss theory or solve problems in discipline.

Generic Lea

rning Outcomes (Academic Regulations, Regulation 2.26-2.41.2)

Assessment criteria by level

Marking standards (by

mark band) 70%+ 60-69% 50-59% 40-49% 30-39% 1-29%

Characteristics of student

achievement per mark band →




Achieves a marginal pass in the module outcome/s related to this GLO at this Level of Study

Fails marginally to achieve module outcome/s related to this GLO. MDF may permit compensation

Fails to achieve module outcome/s related to this GLO and is not eligible for compensation

Transferable and

Practical Skills

Level 3 (Degree) is characterised by an expectation of students’ increasing autonomy in relation to their study and developing skill sets. Students are expected to demonstrate problem solving skills, both theoretical and practical. This is supported by an understanding of appropriate theory; creativity of expression and thought based in individual judgement; and the ability to seek out, invoke, analyse and evaluate competing theories or methods of working in a critically constructive and open manner. Output is articulate, coherent and skilled in the appropriate medium, with some students producing original or innovative work in their specialism.

Excellent management of learning, with degree of autonomy/ research that may exceed the assessment brief. Structured and creative expression. Very good practical/ team/professional/ problem-solving skills

Good management of learning, with consistent self-directed research. Structured and accurate expression. Good team/ practical/ professional/problem solving skills

Satisfactory management of learning. Some autonomy in research but inconsistent. Structured and mainly accurate expression. Satisfactory team/ practical/professional/ problem-solving skills

Basic use of learning resources with little autonomy. Some difficulty with structure/ accuracy in expression, but evidence of developing team/ practical/ professional/ problem-solving skills

Limited use of learning resources. Unable to work autonomously. Little input to teams. General difficulty with structure/ accuracy in expression. Practical/ professional/ problem-solving skills that are not yet secure

Inadequate use of learning resources. Failure to contribute to team work. Major problems with structure/ accuracy in expression. Very weak practical /professional skills. No ability to direct own learning

A mark of 0% may be awarded for non-submission, poor or dangerous practice, incoherent and insufficient work, and in situations where the student fails to address the assignment brief and related learning outcomes

11

7. Assessment Offences

You are reminded that any work that you submit must be your own. All suspected assessment offences will be investigated and can result in severe penalties. Please note that it is your responsibility to consult the relevant sections of the Academic Regulations (section 10) and the Student Handbook.

8. Learning Resources

8.1 Recommended Texts

Key Text:Johnson, Scholes & Whittington: “Exploring Corporate Strategy” 8th Ed. (2008) FT Prentice Hall, ISBN 0-273-68734-4

Recommended Texts:Richard Lynch, “Corporate Strategy”, 4th Ed (2006), FT Prentice HallDe Wit and Meyer: "Strategy - Process, Content, Context" 3rd Ed. (2004) ThomsonMintzberg, Ahlstrand & Lampel: “Strategy Safari”(1998) Prentice Hall

8.2 Recommended Internet sources

www.angelfire.com/planet/strategic (this is the module website)www.premierleague.comwww.ft.comwww.news.bbc.co.uk

8.3 Other Sources

University E-LibrarySoccer Investor WeeklyCompany Annual Financial ReportsPremier League Football Club Websites

12

http://www.angelfire.com/planet/strategic

9. Module Definition Form

Module Definition Form (MDF)

1. Module Title: maximum 100 characters

Strategic Management

2a. Module Leader: 2b. Department: 2c. Faculty:

Graham Webster Economics and Strategy AIBS

3a. Level: see guidance notes 3b. Module Type: see guidance notes

3 Standard

4a. Credits: see guidance notes 4b. Study Hours: see guidance notes

15 150

5. Restrictions

Pre-requisites: None

Co-requisites: None

Exclusions: None

Pathways to which this module is restricted:

None

LEARNING, TEACHING AND ASSESSMENT INFORMATION (for inclusion in the Module Guide)

6a. Module Description: 200 – 300 words

The module is designed to provide students with a holistic view of the organisation and thus the ability to appreciate the importance of strategic decisions at all levels of the business organisation. Its primary aim is to provide a vehicle for considering issues which cut across the functional boundaries of business organisations and which require multi-disciplinary skills in the solution.The module builds upon knowledge gained elsewhere and attempts to bring this knowledge together through the consideration of the strategic management process. The module will therefore be concerned with the strategic analysis of the organisation with regard to its competitive positioning, the organisations strategic fit with its environment and its management style and culture. This analysis will form the platform for reviewing strategic options in response to the competitive environment and for considering aspects involved in implementing such strategic options.One of the main focuses for the design of this module has been the further development of relevant employability and professional skills. Such skills are implicit in the learning outcomes.

Multiculturalism has been considered during the design of this module and will be considered when the assessment brief is written.6b. Outline Content: Introduction to strategic management: the strategic management process

Module Code: BC315017S Version: 1 Date amended: 24.11.05

13

Mission, vision, goals and strategies The external environment – opportunities and threats The internal environment – strengths and weaknesses The value chain and financial analysis The cultural context of strategy – stakeholder expectations Strategy and the importance of the share price Strategic management at the business level – competitive advantage Strategic management at the functional level – customer value

6c. Key Texts/Literature:Key Text:Johnson G, Scholes K & Whittington R. (2005,) Exploring Corporate Strategy: Text and Cases, 7th edition, FT/Prentice Hall

Additional Reading:Dess G & Miller A. (1998) Strategic Management, 3rd edition, McGraw HillLynch R. (2003) Corporate Strategy, 3rd edition, FT/Prentice Hall

6d. Specialist Learning Resources:

7. Learning Outcomes (threshold standards):

On successful completion of this module the student will be expected to be able to:

Knowledge and understanding

1. Demonstrate an understanding of the importance of strategic resource capabilities of business organisations (including culture and finance), the organisations’ strengths and weaknesses and their impact upon organisational dynamics

2. Demonstrate an understanding of the nature and dynamics of the competitive environment in which business organisations operate, with particular focus on environmental threats and opportunities.

Intellectual, practical, affective and transferable skills

3. Undertake a detailed analysis and evaluation of the resource capability and competitive environment of business organisations, with particular focus on the strategic fit of such organisations.

4. Interpret that detailed analysis correctly and then report and present those findings in an appropriate manner.

8. Learning ActivitiesLearning Activities Hours Learning

OutcomesAdditional Comments (including details

of use of web-CT)

Teacher managed learning: 24 1 - 4 NoneStudent managed learning: 126 1 - 4 None

TOTAL 150

9. AssessmentAssessment Method % contribution to

module mark or P/FLearningOutcomes

Coursework Assignment 100% 1-4

14

In order to pass this module, students are required to achieve an overall mark of 40%In addition, students are required to (a) for each element of fine graded assessment listed above, achieve a

minimum mark of 30% (or higher - see Module Guide) and (b) pass any pass/fail elements

OTHER TECHNICAL DETAILS10. Delivery of the Module Please delete as appropriate

Delivery This module is delivered over… Yes or No? Indicate which by deleting as appropriate

1 …a single semester Y Semester 1 or Semester 2

2 …two semesters N

3 …a single trimester N

4 …two trimesters N

5 …three trimesters N

6 …multiple delivery patterns N

7 … an exceptional delivery pattern N

11. Learning Activities – further detailsLearning Activities Details of duration and frequency of learning activities

Teacher managed learning: Lectures 1 hour per week. Tutorials 1 hour per weekStudent managed learning: 126 hours per semester

12. Module Assessment – further detailsMethod Length/duration Fine graded

(FG) or pass/fail (PF)

Minimum Qualifying Marksee guidance notes

Comments

Coursework Assignment

Maximum 3,000 words FG

13. Subject: see guidance notes TBA

15

DRAFT ASSIGNMENT - SUBJECT TO EXTERNAL APPROVAL

STRATEGIC MANAGEMENT

ASSIGNMENT INSTRUCTIONS

Module Title: Strategic Management

Module Code: BC315017S Level: 3

Academic Year: 2009/10 Semester: One

Module Leader: Graham Webster(00 44) 0845 196 [email protected]

Instructions: See over for details

Word Limit: 3,000 words

Written assignments must not exceed the specified maximum number of words. All assignments which do so will be penalised. The penalty will be the deduction of 10% of the maximum marks available (i.e. 10%). Assignments will not be accepted without a word count on the cover sheet.

Submission Date: This assignment must be received by no later than 4pm on Wednesday 16 th December 2009.

Work submitted after this date will receive a mark of 0 unless an extension has been approved in advance of this deadline.

Requests for short-term extensions will only be considered in the case of illness or other cause considered valid by the Student Adviser. These must normally be received and agreed by Student Adviser in writing at least twenty four hours prior to the deadline.

Please refer to the Academic Regulations or your Student Handbook for full details.

Further details: This assignment must be completed individually.

This assignment must be attached to a completed University Assignment Cover Sheet and accompanied by a completed University Assignment Receipt before submission.

Do not submit your work in a plastic sleeve.

16

The Football Industry – The Barclays Premier League

1. ASSIGNMENT TASK

1.1 You are required to produce an individually-prepared Coursework Assignment. Details of the task are shown in 1.4 below.

1.2 The task is to undertake a strategic analysis of any ONE football club that, in the

2009-10 season, is a member of the Barclays Premier League, The Premier League, though based in England, is a truly global brand and is widely regarded as the elite club competition in world football.

1.3 In order to complete this assignment, you will need to gather, analyse and evaluate relevant information on both your chosen football club and the industry it occupies. It is essential that, at the outset, you very carefully select the football club that will form the basis of your Coursework Assignment to ensure that you can gain access to appropriate information. If you have any doubt at all about the suitability of your choice, then you should consult your module tutor.

1.4 Your Coursework Assignment must include the following:

TASK A – Market Environment Analysis (maximum of 40 marks)

Using appropriate analytical tools, evaluate conditions in the market environment that your chosen football club occupies. The market environment comprises a combination of the Barclays Premier League industry itself and the wider macro environment in which your chosen football club operates. You should highlight what you regard to be the market environment’s Critical Success Factors.

TASK B – Football Club Strategic Analysis (maximum of 40 marks)

Using appropriate analytical tools, evaluate the resource capability of your chosen football club, highlighting its threshold and unique resources, and its core competences.

TASK B – Strategic Fit Analysis (maximum of 20 marks)

Using the analysis gathered in Tasks A and B, evaluate the Strategic Fit of your chosen football club, highlighting any special strengths or weaknesses in this fit.

2. FORMAT AND LENGTH

2.1 Your Strategic Analysis must be written and submitted in a good business format.

17

2.2 Your submission must contain a bibliography which, along with your references, must be presented in Harvard style.

2.3 Your submission must not exceed 3,000 words (excluding Tables, Appendices and the Bibliography). Any submission in excess of 3,000 words will be penalised. There is no limit on the number of tables/appendices that you may use. Assignments will not be accepted without a word count on the front cover sheet.

3. ASSESSMENT

3.1 The assignment has a 100% weight in the overall assessment of Strategic Management.

3.2 The University’s generic assessment guidelines are included in the Module Guide.

4. RE-SIT ASSESSMENT

4.1 If you fail to achieve the 40% pass standard at your first attempt, the re-sit task will be to make good your original submission.

______________________________________________________________________

18

DRAFT – SUBJECT TO EXTERNAL APPROVAL · Web viewUndertake research to identify the type of...

Documents

Transcript of DRAFT – SUBJECT TO EXTERNAL APPROVAL · Web viewUndertake research to identify the type of...