Strategic Management

Academic Regulations, as the definitive document, take precedence over all other publications and will be applied in all cases.

2. Introduction to the Module (see Module Description from Section AAA of the MAD) The module is designed to provide students with a holistic view of organization’s strategic position and thus the ability to appreciate the importance of strategic decisions at all levels of the business organization. Its primary aim is to provide a vehicle for considering issues which cut across the functional boundaries of business organizations and which require multidisciplinary kills in the solution.The module is concerned with the strategic analysis of organizations with regard to their competitive positioning, their strategic fit with their environment and their 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.

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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. The assessment is a 3000-word coursework assignment that will require students to undertake a critical evaluation of the strategic position of Struck Coffee Company. Students will be expected to research the company’s strategic capability and environmental conditions and to apply appropriate theoretical concepts to this research data in order to assess the quality of Struck’ strategic fit. 3.Intended Learning Outcomes (see Learning Outcomes from Section 7 of MAD) Anglia Risking modules are taught on the basis of intended learning outcomes and that, on successful completion Of the module, students will be expected to be able to demonstrate they have met those outcomes. This module’s Learning Outcomes are to: 1 . Demonstrate an understanding of the importance of strategic resource capabilities of business organizations (including culture and finance), the organizations’ strengths and weaknesses and their impact upon organizational dynamics.

. Demonstrate an understanding of the nature and dynamics of the competitive environment in which business organizations operate, with particular focus on environmental threats and opportunities. 3. Undertake a detailed analysis and evaluation of the resource capability and competitive environment of business organizations, with particular focus on the strategic fit of such organizations. 4. Interpret that detailed analysis correctly and then report and present those findings in an appropriate manner. 4.

Outline Delivery Session 1 Lecture Introduction to strategic management Student activity In order to fully benefit from the lessons, students are expected to read the recommended Lecture toes, Practical applications and Case studies, available in the MISS. Reading references ; Haberdasher. A. And Ripple. A 2001. The Strategic Management of Organizations. Prentice Hall.

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; Johnson, Schools and Whetting (2008), Exploring Corporate Strategy (Text and Cases),(8th De). ; Wilson, R. M. S. And Gilligan, C. , 2005. Strategic Marketing Management: Planning, Implementation and Control.

Amsterdam, Boston, London Elsevier. Johnson, Schools and Whetting (2008),Exploring Corporate Strategy (Text and Cases),(8th De). Wilson, R. M. S. And Gilligan, C. , 2005.

Strategic Marketing Management: Planning Implementation and Control. Amsterdam, Boston, London Elsevier. Johnson, Schools and Whetting (2008), Exploring Corporate Strategy (Text and Cases),(8th De). Business Environment Scanning In order to fully benefit from the lessons, students are expected to read the recommended Lecture notes, Practical applications and Case studies, available in the ‘MS. Organization Internal Environment Scanning 4 Organizational Culture, Structure and financial capability 5 Strategic Choice available in the MISS. 6 Strategic direction and risk Murray, J. A.

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, 2008. Strategy, Innovation, and Change: Challenges for Management. Oxford: New York Oxford University Press. Johnson, Schools and Whetting (2008),Exploring Corporate Strategy (Text and Cases),(8th De). Wilson, R. M. S.

And Gilligan, C. , 2005. Strategic Marketing Management: Planning, Implementation and Control. Amsterdam, Boston, London Elsevier. And Cases),(8th De).Haberdasher. And Ripple.

A. , 2001. The Strategic Management of Organizations. Prentice Hall. Johnson, Schools and 78 Activity -1 Activity – 2 TAB TAB 4. 1 . Attendance Requirements Attending all your classes is very important and one of the best ways to help you succeed in this module.

In accordance tit the Student Charter, you are expected to arrive on time and take an active part in all your timetabled classes. If you are unable to attend a class for a valid reason (egg: illness), please contact the academic department on [email protected] Com .London School of Marketing will closely monitor the attendance of all students and will contact you by email if you have been absent without notice for two weeks. Continued absence can result in various consequences including the termination of your registration, as you will be considered to have withdrawn from your studies. International students who are non-AWE sectionals and in possession of entry clearance/leave to remain as a student (student visa) are required to be in regular attendance at London School Of Marketing. Failure to do so is considered to be a breach of national immigration regulations.

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