Course CodeSL701

ECTS

Course Description

The aim of this unit is to develop learners’ understanding of strategic and change management models, as well as the ability to review strategic plans, to propose strategic options, to create implementation plans and to lead organisational changes.

Course Outline

Week	Topics
1	Scanning the business environment for strategic decisions
2	Tools for analysing the external business environment
3	Internal analysis and the organisation’s position in its current market
4	Effects of existing plans, core competences and competitive advantage
5	Corporate, business and operational strategies
6	Strategic models and tools for developing strategic options
7	Evaluating and deciding on strategic options
8	Midterm evaluation
9	Vision, mission, strategic goals and a structure that fits the strategic plan
10	Creating a resourced strategy implementation plan
11	Force field analysis and change management models
12	Leadership and change agent skills for implementing strategic change
13	Monitoring and control systems and key success indicators
14	Implementation risks and reviewing the effectiveness of the strategic plan
15	Review and coursework completion
16	Final evaluation and project assessment

Learning Outcomes

LO1 Be able to analyse key external influences on an organisation’s strategy.
LO2 Be able to appraise strategic options for an organisation.
LO3 Be able to evaluate various tools and approaches to a strategy implementation plan.
LO4 Be able to develop and implement a strategic organisational change management plan.
LO5 Be able to monitor and control the implementation of strategic plans.

Learning Resources

Johnson, G. and Scholes, K. (2017) Fundamentals of Strategy. Pearson Ltd. Gupta, S. and Starr, M. (2014) Productions and Operations Management Systems. Boca Raton, FL: CRC Press. Barney, J. (2010) Gaining and Sustaining Competitive Advantage. New York: Pearson Education. Cusumano, M. A. and Markides, C. (2001) Strategic Thinking for the Next Economy. Mason, OH: Cengage Learning EMEA. De Wit, B. and Meyer, R. (2004) Strategy: Process, Content, Context. Stamford, CT: Cengage Learning EMEA. Finlay, P. N. (2000) Strategic Management: An Introduction to Business and Corporate Strategy. Harlow: Prentice Hall. Goold, M., Campbell, A. and Alexander, M. (1994) Corporate-level Strategy: Creating Value in the Multibusiness Company. New York: John Wiley and Sons Ltd. Grant, R. (2010) Contemporary Strategy Analysis. Hampshire: John Wiley and Sons. Gratton, L. (2000) Living Strategy: Putting People at the Heart of Corporate Purpose. Harlow: Financial Times/Prentice Hall. Harrison, J. S. (2002) Strategic Management of Resources and Relationships: Concepts and Cases. Hampshire: John Wiley and Sons. Hill, C., Jones, G. and Schilling, M. (2013) Strategic Management: Theory: An Integrated Approach. Stamford, CT: Cengage Learning. Johnson, G., Scholes, K. and Whittington, R. (2008) Exploring Corporate Strategy. Harlow: Financial Times/Prentice Hall. Johnson, G. and Scholes, K. (2000) Exploring Public Sector Strategy. Harlow: Financial Times/Prentice Hall. Kaplan, R. and Norton, D. (2000) The Strategy-focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Massachusetts: Harvard Business School Press. Lynch, R. (2005) Corporate Strategy. Harlow: Financial Times/Prentice Hall. McGee, J., Thomas, H. and Wilson, D. (2005) Strategy: Analysis and Practice. New York: McGraw-Hill Higher Education. Mintzberg, H. (2000) The Rise and Fall of Strategic Planning. Harlow: Financial Times/Prentice Hall. Mintzberg, H., Ahlstrand, B. and Lampel, J. (2008) Strategy Safari: Your Complete Guide Through the Wilds of Strategic Management. Harlow: Financial Times/Prentice Hall. Pettigrew, A. M., Thomas, H. and Whittington, R. (eds.) (2006) The Handbook of Strategy and Management. London: Sage. Stacey, R. D. (2010) Strategic Management and Organisational Dynamics. Harlow: Financial Times/Prentice Hall.

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