Course description

This module adopts a synthetical approach, examining how aspects of marketing, human resource management, finance and managerial leadership impact upon the formulation and implementation of strategy. The module recognises a strong link with operational capability, based on existing resources, and the achievement of longer-term goals and objectives. Within the module, the quality of management decision-making in the planning process is emphasised: firstly from a knowledge base of planning, auditing tools and techniques; and secondly from classical and contemporary aspects of strategic planning. Within the module, a clear emphasis is given to developing and enhancing students understanding of operational capability, followed by the application of those tools and techniques from an implementation perspective.

Within the module, and drawing on essential planning data, we are particularly concerned with the way in which decisions are made and on data availability. The quality of data, and the way in which it is manipulated from both qualitative and quantitative perspectives, is seen as being integral with managerial decision making. In both public and private sector organisations, implementation, or 'making-it-happen', follows on from and integrates with the assessment and critical evaluation of internal and external influences as they variously impact upon goal-related operational and strategic planning. Due to the frequently complex and dynamic issues associated with globalisation and outsourcing, the module seeks, through the use of active case work, to explore strategic planning and implementation issues that incorporate an international perspective.

Learning outcomes

On successful completion of this module students will be able to:

1. Critically compare and contrast key elements of contemporary strategic management, its planning and implementation.
2. Appreciate the practical issues and problems of corporate strategy so that the compromises and constraints of real organisations are considered.
3. Develop an appraisal of major underpinning models and theories with regard to both to their applicability and to their limitations.
4. Formulate (or synthesise) strategic implementation plans that take into account operational capability, competitive 'market dynamics' and corporate aims and objectives.
   

• Teacher: Sarah Warnes