2017/18 Undergraduate Module Catalogue

LLLC3971 Strategic Management

20 creditsClass Size: 30

Module manager: David Gilding
Email: d.gilding@leeds.ac.uk

Taught: 1 Jan to 31 May View Timetable

Year running 2017/18

This module is mutually exclusive with

LUBS2660

Principles of Corporate Strategy

This module is not approved as a discovery module

Module summary

Strategy is the cornerstone of every business; it provides an overall direction to the organisation, whilst defines its relationship with both the internal and the external environment. How effectively and efficiently the organisation's corporate strategy is implemented and how well it is aligned to its general context are undoubtedly the most crucial elements linked to firm's performance. The module is designed to help you develop an overall appreciation of the importance of strategy for businesses and the skill-set required when competing globally. It is focused on the information, analyses, organizational processes and skills and business judgment managers must use to devise strategies, position their businesses, define firm boundaries and maximize long-term profits in the face of uncertainty and competition.

Objectives

This module focuses on identifying and understanding the sources of superior firm performance. This module aims to introduce key theoretical concepts, tools and frameworks useful for analysing the external and internal environment of the firm, and guiding the formulation and execution of different types of strategies. It is also concerned with managerial decisions and actions that affect the performance and survival of businesses in today's global and volatile competitive environment.

Learning outcomes
On completion of this module you will be able to:
- Evaluate the integrative role of strategic management
- Appraise contemporary applied theory and alternative perspectives and styles in strategy and strategic management
- Assess the resources and capabilities of the firm in terms of it's ability to develop sustainable competitive advantage along with implications on performance.
- Synthesise the differing and often conflicting theories

Skills outcomes
Ability to:
- Analyse dynamics in competitive rivalry and make appropriate recommendations for action

- Utilise various analytical frameworks, skills and tools to identify central issues and problems in complex business situations

- Distinguish between different levels of strategies, identify their role on firm performance, and recommend appropriate actions for real-world scenarios

- Analyse the main structural features of an industry and develop strategies that position the firm most favourably in relation to competition and infuence industry structure to enhance industry attractiveness

Syllabus

Indicative content:
- Outline, introduction and basic concepts;
- The Strategic Context: the internal and external environment; configuration; purpose and preferences;
- Dynamic Capabilities and Innovation;
- Business Strategy and Competitive Advantage;
- Corporate Strategy and diversification, internationalisation and entry strategies;
- The Strategy Process: Critique of the rational approach to strategic planning and contemporary issues
- Strategy Implementation
- Business failure and strategies for turnaround;
- Corporate Responsibility and Sustainability
- Current and future trends on strategic management

Teaching methods

Delivery type	Number	Length hours	Student hours
Lecture	13	1.50	19.50
Private study hours			180.50
Total Contact hours			19.50
Total hours (100hr per 10 credits)			200.00

Private study

Reading 81.5 hours
Critical reflection on practice 39 hours
Assignment preparation 20 hours
Assignment Writing 20 hours

Opportunities for Formative Feedback

Through regular workshops, monitoring of student contributions and the staged submission of formative assessment.

Methods of assessment

Coursework

Assessment type	Notes	% of formal assessment
Essay	3,000 words	50.00
Report	3,000 word project report	50.00
Total percentage (Assessment Coursework)		100.00

Normally resits will be assessed by the same methodology as the first attempt, unless otherwise stated

Reading list

The reading list is available from the Library website

Last updated: 31/03/2016

Disclaimer

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