To succeed in the future, managers must develop the resources and capabilities needed to gain and sustain advantage in competitive markets. The way in which organisations attempt to develop such competitive advantage constitutes the essence of their strategy. The module examines the main concepts, approaches and tools of strategic management in the contemporary business environment. The module identifies tools of strategic analysis, discusses strategic choice available to a firm, examines elements and complexities involved in strategy formulation and implementation.
The aim of this module is to provide the student with: the fundamentals of how a firm can create and sustain a competitive advantage; fundamentals of leadership, and what role the strategic leader and leadership play in an organisation as well as in strategy formulation and implementation.
By the end of this module the student should be able to:
1. Evaluate concepts and theories of business strategy and competitive advantage and their implications for contemporary business practice;
2. Critically identify and apply tools of strategic analysis of a firm that seeks growth and sustainable competitive advantage;
3. Assess strategic choices and formulate a strategy of a firm;
4. Understand theories of leadership and different roles of a leader in an organisation;
5. Critically evaluate the relationship between strategic management and leadership and analyse the role of the leader in the creation of the organisations strategy and its implementation.
1 Introduction to strategic management
What is strategy; strategic analysis; classical and emergent schools; strategic thinking; levels of strategy.
2 Strategy context. Competitive advantage of a firm
Defining the business environment. Industry analysis: turbulences and dynamics. Porter¿s five forces; new dynamics in the 21st century.
3 Business level strategy: Sources of competitive advantage
Competitive stance, business level strategy, corporate level strategy; generic strategies; hybrid strategy; value chains.
4 Beyond competition
The nature of competition; co-operation; co-opetition; strategic alliances and joint ventures; mergers and acquisitions.
5 Managing change through effective leadership
Leadership - values and ethics. Managing stakeholders, change and uncertainty. Change management approaches.
6 Individual as a leader
Overview of trait, behavioural and situational theories. Moral aspects of leadership.
7 Leading as a team
Leader's role, coaching, conflict.
8 Organisational leadership
Charismatic and transformational leadership, crisis leadership.
9 Global and cross-cultural leadership
Leadership in multinational business environment and in the cross-cultural context.
10 Leadership and value creation
The role of leadership in creating value for a competitive advantage, strategy formulation and implementation.
Statement on Teaching, Learning and Assessment
Students will undertake enquiry based learning for a minimum of 60% of their class time. A student will be offered one hour of lecture per week, and one hour of tutorials per week, and one more hour of a clinic per week. A clinic (that begins from Week 20) is a drop-in session for individual one-to-one consultations. All students enrolled in this module, rather than each student group within the module, will be offered one hour of a clinic per week.
Teaching and Learning Work Loads
|Supervised Practical Activity||0|
|Unsupervised Practical Activity||0|
Credit Value – The total value of SCQF credits for the module. 20 credits are the equivalent of 10 ECTS credits. A full-time student should normally register for 60 SCQF credits per semester.
We make every effort to ensure that the information on our website is accurate but it is possible that some changes may occur prior to the academic year of entry. The modules listed in this catalogue are offered subject to availability during academic year 2019/10 , and may be subject to change for future years.