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Cardiff Metropolitan University

MODULE TITLE: Strategic Management
PROGRAMME: MBA
SEMESTER: Semester Two
ACADEMIC YEAR PERIOD:

June-September 2014

LECTURER SETTING ASSESSMENT: - Mervyn Sookun (Module Leader)
Contact: mervyn.sookun@lsclondon.co.uk
DATE ASSESSMENT SET AND LOADED ON TO STUDENT PORTAL:DATE ASSESSMENT TO BE COMPLETED AND SUBMITTTED:

Table of Contents:
1. Assessment type
2. Indicative assessment requirements for the module
3. Maximum word limit and assessment weighting for each aspect within the
assessment
4. Description of assessment requirements (Tasks 1-4)
5. Group Report and PPT guidelines
6. Learning Outcomes
7. Summary of marking scheme (group report and PPT)
8. Grading Criteria
9. Individual supporting contributions to group report and PPT, and marking
scheme.
10. Notes on Plagiarism & Harvard Referencing
11. Module Descriptor
12. Group Assignment Feedback Sheet
13. Individual Supporting Contributions Feedback Sheet
14. Further Guidance Notes
15. Reading list
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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 3 Maximum 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. fully grounded in researched evidence.--------------------------------------------------------------------------------------------------SECTION 1 Assessment Type:   Group Report and a set of PowerPoint slides (50%) Individual Supporting Contributions to Group Report and Power Point slides (50%) -------------------------------------------------------------------------------------------------SECTION 2 Indicative Assessment Requirements for the Module: Group Report and supporting Power Point slides. 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. in the form of a report covering: Task 1 3 | Page . You are required to present your opinion.

Briefly. These do not affect word count. mission and internal capabilities drawing on relevant models. 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. (15 marks) Task 2 Using relevant tools. conduct a detailed analysis of the environment and industry in which the company is operating. (Limit: 6000 words) ______________________________________________________ SECTION 5 Group Report Guidelines 4 | Page . (20 marks) Presentation (10 marks) You may use appendices. the Board want your team to analyse the extent to which disruptive innovation will change its future competitive landscape. Ghoshal. In particular. Mintzberg. critically discuss and evaluate the strategic options that the Board could consider implementing in the light of your internal and external analysis. Kim and Mauborgne and other commentators.An analysis of the company's vision. (15 marks) Task 3 Using strategic theory. 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.

a) Students are required to fully participate in and contribute to the development of the Group Report and PowerPoint slides.  Understand and be able to critically analyse the strategic position and the interrelated functions of Production and Operations Management (POM) in organisations 5 | Page . In specific circumstances this may be varied. Only one report per group is required. 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). Nonparticipation 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). 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.

technology (40 marks) Task 4 Critical discussion of Collin's thesis (20 marks) Quality. operations. creativity and coherence of PowerPoint slides Evidence of teamwork Overall Presentation. professionalism. finance. 6 | Page (10 marks) . 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 3 Discussion and application of strategic choice models Resource implications of the selected strategy Use of academic concepts and models to demonstrate relationship among key resource areas: HR. Demonstrate. visual aids. referencing.

Little insight. No evidence of reading. No referencing Vague assertions/p oor explanations . Independent thought displayed. Good interpretation. No example s No/limited / inappropri ate examples Few examples Uneven examples Good examples Excellent range of examples. but a collection of disparate points Some looseness/ digressions Well focused Highly focused No evidence of reading. Good interconnections. Vague assertions about issues. Some evaluation but weak. Uncritical acceptance of material. Some interconnections. . etc in a given scenario. Long winded descriptions of theory. Some good observations. Good use of quotations that flow with narrative. Good. Good counterpoising of a range of perspectives. Succinct. Well chosen theories. detailed analysis. proposal or argument? EVALUATION & CONCLUSION Does it critically assess material? Are there a workable and imaginative solutions? REFERENCING Thorough and accurate citation and referencing 7 | Page No evaluation. and are they inter-related with other ideas? APPLICATION Does it show appropriate use of theory in a practical situation? ANALYSIS Does it identify the key issues. Some but limited sophistication in argument. An implicit hint at some knowledge of theory. Good reading. unrelated material Some mention of the issue. No use of theory – not even hinted at implicitly. but confined to core texts. but stand alone. Good summary of theory. Some long winded sections. Largely descriptive with no identification and analysis of central issues. Excellent choice and threading of quotations into argument. No referencing Limited/poor referencing Some inconsistencie s in referencing Appropriate referencing Appropriate referencing Is there evidence of having read widely and use of appropriate and up to date material to make a case? UNDERSTANDING & SYNTHESIS Are ideas summarized rather than being reproduced. effective summaries of theory. No theory included. Very basic theories mentioned but not developed or well used. Some quotations. Good range of theories included. Full critical assessment and substantial individual insight. Comprehensive range of issues identified and discussed fully. Barely answers the question – just reproduces what knows about the topic No evidence of reading.69 70 + CONTENT: Has the question been answered? Vague. random.evidence of teamwork Total: (100 marks)/value=50% Section 8: Grading Criteria MARK 29 or less 30 . Limited insight into issues. Excellent reading. Good critical assessment.39 40 . Some reading evident. etc.59 60 .49 50 .

Each student is required to provide supporting documentation within a stipulated allowed maximum of 2000 words . Research Skills (Use of free web-based resources such as company reports. Very effective presentation format. 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.PRESENTATION Logical and coherent structure to argument and effective presentation No structure apparent. 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. (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. Well presented material. Poor structure. but uneven structure. Good presentation. trade association statistics and some government or supra-governmental (EU. Poor presentation . (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. Reasonable presentation . Acceptable. Excellent argument. and reports from organisations such as Euromonitor. (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. Good argument. the business press and journals available through BusinessSource Premier. Poor presentatio n. UN) reports and statistics. Factiva or Proquest. Reasonable structure. ___________________________________________________________________________ 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. (10 marks) 8 | Page .

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. It is emphasised that this aspect of the assignment is to be the work of the individual student and should reflect individual researches.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. Thus we may say : “Jones (2001) revolutionized the field of trauma surgery. as illustrated in the Smith example near the top of this article. Smith. This constitutes academic theft and is a serious matter which is penalized in assignment marking. and 9 | Page . critical awareness. in parentheses. Plagiarised work may belong to another student or be from a published source such as a book. use of evidence. and page number or range. 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 student’s own. Harvard Referencing The structure of a citation under the Harvard referencing system is the author’s surname. comprehension of the tasks involved. 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 student’s own work. journal or material available on the internet. The author’s surname is omitted if it appears in the text. views. interpretation and judgements.”  Two or three authors are cited using “and” or “&” : (Deane. year of publication. report.  The page number or page range is omitted if the entire work is cited. Examples of plagiarism are :    the verbatim copying of another person’s work without acknowledgement the close paraphrasing of another person’s work by simply changing a few words or altering the order of presentation without acknowledgement the unacknowledged quotation of phrases from another person’s work and/or the presentation of another person’s idea(s) as one’s own. use of theory.

 A citation is placed wherever appropriate in or after the sentence. it is placed before the period. If the city is not internationally well known. (Deane et al. the year of the first (in the alphabetic order of the references) is cited and referenced as 2005a. J.Jones. More than three authors are cited using et al.) are given. An example of a journal reference :  Smith. 1991). John Maynard.). 1991) or (Deane. 1992). If it is at the end of a sentence. The Hague. 2005. (2005a).  If an author published two books in 2005. the country (or state and country if in the U. an internationally well-known city (such as London.  Complete citations are provided in alphabetical order in a section following the text.d. Examples Examples of book references are :  Smith.  Smith. usually designated as “Works cited” or “References”. . 639-40. Owen.” Nature 393. Dutch Citing Practices. “The origin of altruism. 90). The Guardian. Harvard Referencing. An example of a journal reference :  10 | P a g e Bowcott. p. A reference to a reprint is cited with the original publication date in square brackets (Marx [1867] 1967. October 18. 1998. the second as 2005b. J. 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. In giving the city of publication. The Hague: Holland Research Foundation. or New York) is referenced as the city alone.  An unknown date is cited as no date (Deane n. Smith & Jones. pp. London: Jolly Good Publishing.  All citations are in the same font as the main text. “Street Protest”.S. 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. (2005b).

Enable students to comprehend how organisations formulate. and individual equivalent assignment based on developing strategy for business resilience and sustainability of Weighting Assessment maximum 100% of Approximate Date of Submission 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. Module Number tbc Module Title Strategic Management Level (4-6 u/g. 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. Credits 7 p/g. SECTION 11: MODULE DESCRIPTOR . Provide a framework and context within which knowledge acquired across the programme may be coupled 11 | P a g e . and evaluate strategies and how they consider the strategic alternatives available to them. 8 doctorate) 7 20 Module Value ECTS Credit Mervyn Sookun % Taught in Welsh Module Type 10 Teaching Period One trimester Module Leader JACS Subject Code(s) and % of ASC Category(ies) each subject Pre-requisites None School(s) Campus London School of Commerce London Assessment Methods Assessment Type Duration/Length Assessment Type Group Presentation PP 4000 words Paper. implement.accessed February 7. 2006.

) are required to be considered as part of an integrative approach. marketing. the manufacturing and operations plan. total systems approaches. finance.   with new strategic-management techniques and how this may be synthesised to chart the future potential direction of different organisations. 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. information systems. client and customer perceptions. accounting. value chains and value concepts. STUDY HOURS Lectures/ seminars Directed learning Independent learning Total study hours 12 | P a g e 24 48 128 200 . human resources. Consider how management tools (e. operations and circumstances make to strategic development and their relationship and significance to customer service. the different functional areas of business (e. operations management. provision of goods and services.g. seminars.g. case analysis. the supply chain.  Evaluate and develop the ability to identify strategic issues and design appropriate courses of action. and global environments. etc. in the formulation of strategy for an organisation. Learning Outcomes Upon successful completion of this module the students will be able to:  Demonstrate.  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. Enhance understanding of how. 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. teamwork and extensive use of electronic resources for guided research.

A (2009) Operations Management (2nd edn).M. UK: John Wiley. Quinn J. organisational analysis  Setting strategic direction  Process by which strategy is formulated and formed in particular situations. (2007) Strategic Management and Organisational Dynamics. Strategies for Reducing Cost and Improving Service. 4 th Revised edition  Lynch R. Recommended reading  Core text: Mintzberg H. UK. (2012) Exploring Corporate Strategy. UK  Stacey R. (3rd edn). Logistics and Supply Chain Management.  Strategic Management: Manufacturing  Inventory Control  Facilities location planning  Control of processes. (2nd edn.  Models of how organisations formulate strategy. London: Pearson Education. London  Rosen R (2006) Strategic Management: An Introduction. (4th edn) Pitman Publishing. R (2008).Indicative Content  The strategy concept. corporate strategy. (5th edn) Pitman. UK  Greasley. and Ghoshal S (2004) The Strategy Process (European Edition). 4th edn  De Wit and Mayer (2010) Strategy CENGAGE Learning Business Press.  Strategy formulation. C and Handfield. (2005).  Forms of organisational structure.  Strategic changes. operations and operations management Recommended Reading & Required Reading Core Text:  Johnson G.  Bozarth. London: Pearson Education. Access to Specialist Requirements 13 | P a g e .  Environmental analysis. Pitman. UK  Christopher. Prentice Hall. (8th Edn) Prentice Hall. leadership requirements for strategic change. and Scholes K.  Implementing strategic change.. Introduction to Operations and Supply Chain Management. (2006) Corporate Strategy.Chichester.).

Analytical SWOT profile and others)? Is there evidence of 14 | P a g e 15 . 7S. Value chain.None SECTION 12: Feedback Sheet for Group Report and PPT slides CMET/LSC MBA Strategic Management Group Assignment Feedback Sheet Feb-June 2014 Group number: Mark Allocation Score/Comments Members: Assessor(s) Task 1 Use of strategic capabilities concepts: is the analysis grounded in key models( VRIN. benchmarking.

corporate strategy. entrepreneurial strategy and international strategy? (i. culture typologies. Entrepreneurial models etc). Bowman's Clock. PESTLE. 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 Parenting styles. Are the recommendations fully grounded in reliable evidence? 15 | P a g e 40 . Game theory. Ashridge. Gupta's model.e. Diamond. Value Net. Porter's Generic. Bertrand's Best Response.sound application of models (cultural web. Cournot's Quantity Dynamics. Yip's drivers. 5 forces. CAGE. Shell-GE.Hall. Trompenaars. Adler &Laurent. Yip's drivers. BCG matrix. national culture: Hofstede.g. Blue Ocean. Usinier)? Have clear conclusions been drawn in terms of relationship between culture and strategy? Task 2 Competitive analysis: Has the full range of competitive tools been applied (e. CAGE.

Use of academic concepts and models to demonstrate Relationship among key resource areas: HR. visual aids. Lewin. finance. 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. etc Task 4 Critical discussion Great by Choice of 20 PowerPoint slides: Creativity. Dyer. Gigliardi. referencing. evidence of teamwork Overall comment: 10 Total 100 16 | P a g e . likely impact on audience Overall Presentation. operations. consistency between Group Report and PPTs. Hope and Balogun. technology. professionalism. culture change models.

SECTION 13: Feedback Sheet for Individual Contribution MBA STRATEGIC MANAGEMENT: FEEDBACK SHEET FOR INDIVIDUAL SUPPORTING CONTRIBUTIONS TO GROUP REPORT AND SLIDES Name ID: Date: Assessor(s) Provide an executive 10 marks 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? Indicate and identify the 10 marks 17 | P a g e Allocated mark/comment .

trade association statistics and some government or supra-governmental (EU. Key Notes and Mintel ) A critical discussion of 20 marks strategic models from the evidence identified by the individual student related to the topic set.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/liter ature search sources related to each to the task above. the business press and journals available through BusinessSource Premier. 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? An indication of the 40 marks individual key conclusions and findings related to strategic theories and models and the practical implications 18 | P a g e . UN) reports and statistics. Factiva or Proquest. and reports from organisations such as Euromonitor. Research Skills (Use of free webbased resources such as company reports.

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? Identification of the key 10 marks 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. Has the student used a learning model for this aspect of the assessment? Overall comment: 10 marks Total 100 19 | P a g e . risky shift etc An indication of the way in which their individual contribution impacted on Group Assignment by analysing the action points included in the report.

Prentice Hall . Ensure that you achieve the basic learning outcomes of each set of slides before you attempt to write up your Group Report. Cross-reference: See Portal for PP01 • Summarise the strategy of an organisation in a ‘strategy statement’. A.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) . • Appreciate the contributions of different academic disciplines and theoretical lenses to practical strategy analysis B. based on Johnson. (2010). Therefore the six group members combined have to demonstrate that they have conducted 1200 hours of learning. • Understand how different people contribute to strategy at work. Task 1 . business and operational strategies. Please note that according to the module descriptor the total study hours for this module is 200 (see section 11) . the learning outcomes ( section 6). and do your Individual Report. Scholes and Whittington. • Identify key issues for an organisation’s strategy according to the Exploring Strategy model. Exploring Corporate Strategy. prepare PPT slides. 20 | P a g e . • Distinguish between corporate. Below are further guidance notes which cross-refer you to the study notes and slides on the portal. the marking scheme ( section 8) and the feedback sheets ( sections 12 and 13). The content of this document will be discussed fully in class. Strategic Capabilities and Purpose of organisation: PP03 and PP 04 • Identify what comprises strategic capabilities in terms of organisational resources and competences and how these relate to the strategies of organisations.

• Consider how managers can develop strategic capabilities for their organisations C. Corporate Strategy PP 07 • Explain what is meant by development. How organisations are creative and innovative. rarity. Competitive Analysis : PP 02 Task 3 D. 21 | P a g e intended and emergent strategy . Explain some of the challenges managers face in strategy development including: managing multiple strategy processes. value chain analysis. • Diagnose strategic capability by means of benchmarking. strategic planning systems and externally imposed strategy. How organisations pursue strategies through organic development. political processes. acquisitions or strategic alliances. the influence of prior decisions and organisational systems. Identify intended processes of strategy development in organisations including: the role of strategic leadership. Business Strategy PP 06 • How organisations relate competitive business strategies. activity mapping and SWOT analysis.• Analyse how strategic capabilities might provide sustainable competitive advantage on the basis of their value. strategy development in different contexts and managing intended and emergent strategy. Portal: PP 012 for the types of strategy • • • • Explain what is meant by intended and emergent strategy development. How far organisations should extend themselves internationally. Task 2 D. • How broad and diverse organisations should be in terms of their corporate portfolios. Identify processes that give rise to emergent strategy development such as: logical incrementalism. • • • to competitors in terms of their E. inimitability and nonsubstitutability (VRIN).

F International Strategy PP08 • • • • • Assess the internationalisation potential of different markets. both financial and non-financial. • For each of these use a range of different techniques for evaluating strategic options. including joint ventures. Assess the relative merits of different market entry modes. Explain some of the challenges managers face in strategy development including: managing multiple strategy processes. Rank markets for entry or expansion. – Acceptability: whether a strategy meets the expectations of stakeholders. 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. Feedback Sheet: Evaluation and resource implications of strategy. – Feasibility: whether a strategy could work in practice. Identify sources of competitive advantage in international strategy. through both global sourcing and exploitation of local factors. PP013 22 | P a g e . taking into account attractiveness. Identify processes that give rise to emergent strategy development such as: logical incrementalism. strategic planning systems and externally imposed strategy. political processes. B. strategy development in different contexts and managing intended and emergent 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. licensing and foreign direct investment. Resourcing the Implementation Process PP 012. Distinguish between four main types of international strategy. the influence of prior decisions and organisational systems. cultural and other forms of distance and competitor retaliation threats.• • • Identify intended processes of strategy development in organisations including: the role of strategic leadership.

Identify the pitfalls and problems of managing change programmes. Assess the value of different levers for strategic change. Management of Change: PP 014 • • • • • • Identify types of required strategic change. Recognise key issues in designing organisational control systems (such as planning and performance targeting systems). Undertake a forcefield analysis to identify forces blocking and facilitating change. coping with change and responding to internationalisation. Identify and assess the different styles of leading and managing strategic change. structure and systems should reinforce each other in organisational configurations and the managerial dilemmas involved A. Identify intended processes of strategy development in organisations including: the role of strategic leadership. strategy development in different contexts and managing intended and emergent strategy. Analyse main organisation structural types in terms of strengths and weaknesses. Identify key challenges in organising for success. managing knowledge. including ensuring control. Note 23 | P a g e . political processes. Recognise how the three strands of strategy. the influence of prior decisions and organisational systems. strategic planning systems and externally imposed strategy. Analyse how organisational context might affect the design of strategic change programmes. Explain some of the challenges managers face in strategy development including: managing multiple strategy processes.• • • • • • • • Explain what is meant by intended and emergent strategy development. Identify processes that give rise to emergent strategy development such as: logical incrementalism.

concise. concise. Transitions between sections are smooth and coordinated. Excellent example of how to prepare and use good visual aids • Clear. Visual aids. used very effectively. Imaginative design and use of materials. Demonstrate excellent mastery of content. clear. • Very creative and original. • Display an excellent grasp of the material. easy to interpret. clear recommendations. • Coherence between Group Report.[ Other sets of slides: . • Simple. Excellent research depth. major points emphasised. or methods. How does it challenge Evidence of the following will be sought in the assessment of your PPT slides. 010 dealing with innovation and entrepreneurship may also be useful depending on the issues you aim to develop] Task 4 Critical discussion of the conventional frameworks? text. Well coordinated with content. Points are easy to follow because of the organization. well organized. Individual Report and PowerPoint Slides • Consistently clear. well designed. application and implications. strong conclusion or call for action 24 | P a g e .09. easy to read.

R. pp. V. Cravens. A. US cut back on spice once the spice of marketing. G. M. Cable.. (2005)." The Journal of the Operational Research Society 62(5): 840-854. K. Wall street journal. et al.. Management frameword guiding strategic thinking in rapidly changing markets. 16-17 Bryant. et al. D.. "Methodological proposal for business sustainability management by means of the Balanced Scorecard. Darwin. The concept of corporate strategy. The storm:the world economic crisis & what it means. de Wit and R. Steenkamp.. E.. content and context (third edition).. J. Harvard Business review. "How OR can contribute to strategy making. N.. 25 | P a g e . Byron . K. et al. J. Environmental change ." Systemic Practice and Action Research 22(4): 249. (2009). A. W. 31-49. Bradfield. E. Journal of marketing management. pp. Piercy. Meyer. Journal of management studies . B. Benedict . G. (2011). & Zimmerman. I. Strategy: Process. (2009).. Thomson. (2011)." The Journal of the Operational Research Society 62(5): 921-923. "Strategy making with the whole organisation: OR and the art of the possible.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. R. F." The Journal of the Operational Research Society 62(7): 13441356. J. You are at liberty to use refereed sources and compile your own list of references. 2009. Don't be undersold. N. 2009. (2009)... Volume 46. In: London: Atlantic books. G. 91-95. & Baldauf. & Meier. 2009. Bryant. Supporting strategy: Frameworks." Futures 37(8): 795812. Dyson. R. 835-863. Bratt. O' Brien and R. "Environmental Scanning and Scenario Planning: A 12 month Perspective on Applying the Viable Systems Model to Developing Public Sector Foresight. Andrews. human resources and organizational turnaround. methods and models. Volume 25. Wright. Chichester. & Kumar. "The origins and evolution of scenario techniques in long range business planning. Gone fishing: A case study. Chalmeta. Palomero (2011). J. (2004). and S. (2007). Wiley. pp. F. pp. Boyne. The list is by no means exhaustive.. Ackermann. Clemens. London. Meadows.

Moreau. Dyson. Romberger. Hitt." European Journal of Operational Research 197(3): 1063. Leseure... R. London.. The Journal of the Operational Research Society (editorial). pp. 2011. (2007). M." Journal of the Operational Research Society 62(5): 855-867.. Favoro. D. B. Private label and discounters shaping grocery retailing in Europe. et al. Thomas. Contemporary strategy analysis (Fifth edition). pp. S. Strategy: Analysis and practice (2nd edition). S. Scholes. DYSON. G. "Sustainable energy futures: Methodological challenges in combining scenarios and participatory multicriteria analysis. S. Norton (1992). C. Dyson. Grant. T. R.Driouchi. P. T. N. Blackwell. "Raising the bar: strategic multi-criteria decision analysis. McGee. Chichester. (2011). & Holcomb. et al. "Strategy-as-practice: A review and future directions for the field. Prentice Hall... P.Piercy. G. Johnson. 271-283. International Journal of management cases. M. R. McGraw Hill. & Sands. 38(8). Spee (2009). & Meer. Bryant. (2006). Visioning: A process for strategic development Supporting Strategy: Frameworks. "The Balanced Scorecard Measures That Drive Performance. 341-346. K. and A. Meadows. Exploring corporate strategy (Seventh edition). P.. Ferraro. K." International Journal of Management Reviews 11(1): 69-95. Montibeller. Wiley: 27-54. D. Grinyer. Chichester.. N. J. 64-72. (2009). pp. (2009). J. Jones. "Supporting strategy: Contributions from OR. Morrow. Harvard Business Review. R. International Journal of retail and distribution management . Waitrose :an emporium for the middle classes broadens its appeal. P.... 2007. (2010). 2010. pp. O'Brien (2007). Five rules for retailing in a recession. G. F. Euromonitor International. Retailers' strategic responses to economic downturn:insights from down under. J. Cravens. Volume 28. and D. pp. et al. Wiley.firm strategies and organizational recovery. 2010. & Temperley. Kaplan.. Supporting strategy: Frameworks.. 86-89. et al." Harvard Business Review 70(1): 71 79. methods and models. L. 567 Franco. and F. (2012). F. methods and models. The strategic development process. (2010). D. J. et al. G. M. F. Thinking 26 | P a g e . Franco (2011). O' Brien and R. O’Brien. strategic management journal. Creating value in the face of declining performance . "A robustness framework for monitoring real options Dyson. T. & Lane .." Journal of the Operational Research Society 62(5): 815-816. O' Brien and R.. Kowalski. et al. and A. H. (2009). Jarzabkowski. London. Stagl. Oxford. K.

. (2007).( 2008). Stenfors.. 75-79. Porter. Wright. Competitive strategy:Techniques for analysing Industries and competitors. "Teaching scenario planning: Lessons from practice in academe and business. (2006). How to market in a downturn." European Journal of Opera 27 | P a g e . L. Reeves. Dyson.. pp. Volume 34. Volume 1. 1980." Organization Studies 27(5): 613-634. pp. Rumelt . E. Cairns.( 2009). Organisational ambidextirity.. Competitive strategy:Techniques for analysing Industries and competitors. Free Press. G. et al. Strategy in a structural break. Indust.938. Rouleau." European Journal of Operational Research 219(3): 762. antecedents .. M.strategically about pricing decisions. T. "Linking stakeholder visions with resource allocation scenarios and multi-criteria assessment. 52-62. a division of Simon and Schuster. J. pp. Journal of management . L. 79-93. & Jocz. R. R. Stauffacher. M.. (2009). (2011). pp. "Middle managers. 35-42.. Prospering in uncertain times. and J. Strategies for winning in the current and post recession environment.. & Birkinshaw. "Completing the practice turn in strategy. Whittington. "Does the Balanced Scorecard make a difference to the strategy development process?" The Journal of the Operational Research Society 62(5): 888-899." European Journal of Operational Research 181: 929 . outcomes and moderators. Journal of Business strategy. strategic sensemaking and discursive competence. Balogun (2011). Porter.Tr. M. R. 37(6). & Deimler. 2009. The five competitive forces that shape strategy. E. 2009. E. S. M. (2009). Quelch. Porter. Strategy and leadership. G. Raisch.1998). et al." Journal of the Operational Research Society 62(5): 879-887. "Facilitated modelling in strategy development: Measuring the impact on communication. (2011). pp." Journal of Management Studies 48(5): 953-983. (2008). 3848. Trutnevyte. et al. pp. McKinsey quarterly. consensus and commitment.. (2012). and Comm. G. S. pp. 10-17. "Executive views concerning decision support tools. Harvard business review. Volume 4. E. Harvard Business review. Tanner. Rouwette. M. Tapinos. Volume 41... 375-409. M. (1980. et al. In: New York: Free press. K. Price.

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