• Executive Diploma In Business Administration And Management

Strategic Management, Planning and Control

Unit title: Strategic Management, Planning and Control
Unit code:  
Level: Postgraduate Diploma – Level 7
Credits: 30

 

Main aims of the Unit

The main aims of this unit is to familiarise learners with the strategic theories, models and approaches that enable organisations to adapt effectively in a changing environment, in order to achieve and maintain competitive advantage.

This process requires strategic prioritisation and problem analysis and this unit will identify the approaches required for the successful development of strategic planning and control systems and practices within organisations. The unit will also provide the knowledge required by professional managers to carry out strategic audits, resource analysis, portfolio analysis, scenario planning and strategies Implementation

The unit will enable students to:

  • Appreciate the factors that can influence strategic decision-making
  • Critically evaluate and apply strategic management concepts, tools and techniques.
  • Identify strategic problems and recommend appropriate courses of action
  • Critically evaluate alternative theories and approaches to strategic business problems
  • Identify and appraise alternative strategies and their implementation.
  • Understand the corporate responsibilities and requirements of modern businesses

Main Topics of Study

  • Purpose of strategy: mission, vision, values and objectives
  • Strategy statements and levels of strategy
  • Strategic choices
  • Working with strategy
  • Macro-environmental analysis
  • PESTEL analysis
  • Forecasting: Approaches and directions of change
  • Scenario analysis
  • Industry and sector analysis
  • Competitive rivalries
  • The power of buyers and sellers
  • Industry types and dynamics
  • Strategic groups and market segments
  • Opportunities and threats
  • Threshold and distinctive resources and capabilities
  • Basis of competitive advantage: value, rarity, inimitability, organisational support
  • Diagnosing resources and capabilities: VRIO analysis, value chain and value systems, activity systems benchmarking
  • Dynamic capabilities
  • Shareholder groups and mapping
  • The governance chain
  • Governance models
  • Corporate and social responsibility
  • Ethics of individuals and managers
  • History and culture
  • Culture’s influence on strategy
  • Cost-leadership strategy
  • Differentiation strategy
  • Focus strategy
  • Hybrid strategy
  • Interactive price and quality strategies
  • Cooperative strategy
  • Game theory
  • Business models
  • Value creation, configuration and capture
  • Strategy direction
  • Diversification drivers
  • Vertical integration: Forward and backward integration
  • Integration v outsourcing
  • Growth-share matrix (BCG
  • The directional policy matrix (GE –Mc Kinsey)
  • The parenting matrix
  • Internationalisation drivers
  • Locational advantage: Porter’s Diamond
  • International strategies
  • Market selection and entry modes strategies
  • Subsidiary roles in an international portfolio
  • Internationalisation and performance
  • Entrepreneurship: Opportunity recognition, steps in entrepreneurship process
  • Stages in entrepreneurship growth
  • Innovation dilemmas: Open or closed innovation
  • Innovation diffusion
  • Innovators and imitators
  • Mergers, acquisitions and alliances
  • Organisational performance
  • Gap analysis
  • Life-cycle analysis
  • Risk and return
  • Financial feasibility
  • People and skills
  • Integrating resources
  • Strategic planning systems
  • Externally imposed strategy
  • Emergent strategy development
  • Strategy development in different contexts
  • Managing deliberate and emergent strategy
  • Structural types: Functional divisional, matrix, multinational/transnational, project-based
  • Strategy and structure fit
  • Planning system
  • Performance targeting system
  • Leadership and strategic change
  • Types of strategic change
  • Levers for strategic change
  • Strategy analysis
  • Strategy decision making
  • Communicating the strategy
  • Hypothesis testing
  • Business, corporate and strategic plans

Learning Outcomes for the Unit

Upon successful completion of the course students will be able to:

  • Demonstrate an understanding of the nature of leadership and strategic management.
  • Communicate and articulate their understanding of strategy theories and be able to apply them to organisations.
  • Apply a body of knowledge, theory and practice to complex management and strategic issues in organisations.
  • Analyse problems in a critical manner showing a good understanding of leadership and strategic management practice and theory.
  • Critically examine current academic theory and debates on leadership and strategic management.
  • Demonstrate a critical awareness of the organisation so that an effective understanding of organisational problems and opportunities can be developed


Learning and teaching methods/strategies used to enable the achievement of learning outcomes:

Learning takes place on a number of levels through lectures, class discussion including problem review and analysis. Formal lectures provide a foundation of information on which the student builds through directed learning and self-managed learning outside of the class. The students are actively encouraged to form study groups to discuss course



Assessment methods which enable student to demonstrate achieving the learning outcomes for the Unit:

Project (5000 words) on a topic selected by the candidates which addresses the learning outcomes of the unit

Indicative Reading for this Unit:

Main Text

Johnson G. Whittington R. Scholes K. Angwin D. Exploring Strategy: Text and Cases Pearson Education 11th edition

Alternative Text and Further reading

  • Lynch R. Strategic Management Pearson 7th edition
  • Johnson G. Scholes K. Exploring Corporate Strategy Prentice Hall
  • De Wit, B. and Meyer, R. (2010). Strategy: Process, Content, Context. 4th edition. London: Thomson International Business Press

Guideline for Teaching and learning time (10 hours per credit)

100 Hours - Lectures / Seminars / Tutorials / Workshops:

Tutorial support includes feedback on assignments and may vary by college according to local needs and wishes.

100 Hours - Directed learning:

Advance reading and preparation / Class preparation / Background reading / Group study / Portfolio / Diary

100 Hours - Self managed learning:

Working through the course text and completing assignments as required will take up the bulk of the learning time. In addition students are expected to engage with the tutor and other students and to undertake further reading using the web and/or libraries.