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DescriptionThis module provides a vehicle to integrate the knowledge and skills developedin previously studied functional modules. The module introduces practicaltechniques for identifying emerging trends in the business environment, both ina national and international context. It encourages the use of conceptualframeworks and practical tools and techniques to improve the quality ofstrategic decision-making, and develops the insights and competencies neededto present strategies and business plans in a persuasive manner.Learning OutcomesLO1 Critically evaluate the underlying concepts and theories of strategicmanagement and the relationship between strategy, stakeholder aspirationsand governance.LO2 Demonstrate understanding and awareness of current and emergingEconomic, Political, Legal and Cultural factors and critically evaluate those whichwill have an impact on strategic management in an international context.LO3 Formulate business strategies in a systematic way , and develop criteria inorder to evaluate and select those most likely to prove successful for aparticular organisation.LO4 Develop plans for the implementation of business strategies, presentingstrategic proposals to stakeholders in a persuasive and authoritative mannerExplane:
Dear Students,I hope you were able to attend the masterclassby my colleague Kevin Croker.This is an update in light of one of two queries since then.Please note we do not pre-mark drafts. Therefore please do not email me draftsasking for comments. Kevin will have gone through what you need to do in theassessment and you have a local tutor for further support.Regarding assessment, here is summary of what Kevin will have gonethrough, in full, with a few clarificationsin light of queriesThe assessment is a portfolio, split 30-70 between a professional developmentplan and an organisation design analysis issue.The PDP is different from a personal development plan (ie the one in 7MG001) inthat it is focused on the student as a manager, aligning with the focus of themodule ie what managers need to know, be anddo in the management ofstrategic aspects of organisations.The PDP is focused around the “how do you fit the design? series of tests at theend of each chapter of the 12th edition of thecore text. Students need to takeall 13 tests, append the test sheets, with their scores and provide a criticalreflection on what the tests are showing (this reflection is 30% of the PDP).Students then select around 3 areas of managerial competence that they areweak in and draw up a viable action plan to develop that.The project design analysis task is about identifying an organisation(al)deficiency (or two), which is likely to be centred around the 4Cs of organisationdesign (communication, control, collaboration and coordination).What this means is that virtually 99.9% of organisation failures are caused byinteractions of one or more of these facets being deficient (usually because ofthe way the organisation is designed/structured). Student then identify theliterature around that topic (to identify common faults, causes, remedies etcsuggested in published research) and redesign/re-engineer, to overcome thatdeficiency(cies). Students can choose a big deficiency or two small ones tosatisfy the requirements.The above deficiency(ies) must be evidence based. So if you say teams are notworking effectively, show the evidence, if you say communication is an issue,show the evidence, if you say forecasting and planning processes are ineffectiveshow the evidence, if you say the procurement function is unreliable, inefficient,and ineffective, show the evidence, If you say IT systems are hindering businessactivity, show the evidence etc. Then explain how/in what way this is caused bythe way the organisation designed/structured.