management

The management essay below has been submitted to us by a student in order to help you with your studies.

Subject of Strategic management

Module Learning Outcomes:

On successful completion of this module you will be able to: -

  • reflect on the applicability and suitability of analysis techniques for operational and strategic management issues within the service sector;
  • demonstrate an understanding of the need for vision and planning and the processes by which strategic objectives and policies are formulated;
  • competently undertake a strategic analysis of an organisation leading to recommendations on options, implementation and choice of strategy;
  • synthesise theory and practice: investigate and evaluate business and organisational issues, recommend change and resolve problems of implementing business decisions.

Key Skills:

  • Employability
  • Communication & Presentation
  • Interactive and Group Skills
  • Data Collection and Interpretation
  • Managing Tasks and Solving Problems
  • Synthesis and Creativity

MSc International Events Management:

Strategic Management 2009 - 2010

What's this module about?

Welcome to the subject of strategic management! This is an exciting and challenging module, which will introduce you to the corporate nature of business and some of the techniques and analysis models, which are available to managers.

In your future career you will undoubtedly use the skills and knowledge gained from this element of your degree, and the ability to think strategically about complex problems will be of great value.

The aim of the module is to enable you as a future manager to initiate and influence, rather than just respond to events and changes in the business environment.

The lecture programme will guide you through the subject but the need to read widely round the subject cannot be stressed strongly enough.

Strategic management has been developed by many different authors to explain what makes some companies more successful than others and also to offer an 'ideal' management process for a proactive company.

Because there are so many complex and interrelated areas to consider, models have been created to simplify situations and to provide a visual interpretation. You are advised to read different authors' work so you can obtain different perspectives and insights into different approaches.

You will find that the complexity of the subject can be broken down into 4 questions:-

  • Where are we now?
  • How did we get there?
  • Where do we want to be?
  • How do we get there?

The increasingly competitive environment faced by organisations today in the events industry has created a need for managers who can think, act and manage strategically. This module assists in that development and demands that students will use the knowledge of their own industry, which has been augmented by their masters' degree, and apply that knowledge competently and with a strategic perspective.

The module is made up of two elements.

  • One taught/facilitated core element examining the different approaches to strategic management and the tools and techniques, which exist to assist the analysis and thinking.
  • An assessed element that encourages reflection upon theoretical processes and their application within a work context.

The major topics covered in the module are:

  • The strategic management process
  • Corporate strategy formulation
  • Strategic decision making
  • Strategic analysis
  • Financial management
  • Choice and evaluation
  • Strategic implementation and control

Recommended Texts

  • David, F.R. (2009) Strategic management: concepts and cases. 12th ed. New Jersey: Pearson Prentice Hall.
  • Evans, Campbell and Stonehouse, (2008) Strategic management for travel and tourism. Oxford: Butterworth Heinemann.
  • Hill, C. & Jones, G. (2003) Strategic management theory 6th edition Boston: Houghton Mifflin
  • Johnson, G., Scholes, K. & Whittington, R. (2008) Exploring corporate strategy, 8th ed., Harlow: Pearson Education Limited
  • Johnson, G., Scholes, K. & Whittington, R. (2009) Fundamentals of strategy, Harlow: Pearson Education Limited
  • Minzberg H, Ahlstrand, B & Lampel, J. (1998) Strategy safari. London: Prentice-Hall.
  • Thompson, J. & Martin, F. (2005) Strategic Management: Awareness & Change. London: Thomson
  • Wetherly, P. & Otter, D. (2008) The business environment. Oxford: Oxford University Press

Other texts

  • Dyson, J.R. (2001) Accounting for non-accounting students. 5th ed. Harlow: Pearson Education.
  • Analoui, F. & Karami, A. (2003) Strategic Management in Small and Medium Enterprises. London: Thomson Learning
  • Finlay, P. (2000) Strategic management. An introduction to business and corporate level strategy. Harlow: Prentice Hall.
  • Grundy, T. with Johnson, G and Scholes, K. (1998) Exploring strategic financial management. London, Prentice Hall
  • Huff, A.S., Floyd, S.W., Sherman, H.D. & Terjesen, S. (2009) Strategic Management: logic and Action. Hoboken: John Wiley & Sons Inc
  • Jones, G.R. & Hill, C.W. (2009) Strategic Management Essentials. 2nd ed. SouthWestern: Cengage Learning
  • Lynch, R. (2006) Corporate strategy. 4th ed., Harlow: Prentice Hall.
  • Minzberg H, Ahlstrand, B & Lampel, J. (2004) Strategy bites back. London: Prentice-Hall.
  • Minzberg, H., Quinn, J.B. & Ghoshal, S. (1998) The Strategy Process. London: Prentice-Hall
  • Thompson, J. (1995) Strategy in action, London, Chapman & Hall
  • Thompson, J. L. (2001) Understanding corporate strategy. London: Thomson Learning.
  • Thompson, J. L. with Martin, F (2005) Strategic management. 5th edition. London: Thomson Learning. John Thompson with Frank Martin. John Thompson with Frank Martin.
  • Wickman, P. A. (2000). Financial Times corporate strategy casebook. London: Financial Times Management.

Periodicals and Journals

Business Horizons

European Business Review

Harvard Business Review

Leadership and Organisational Development

Long Range Planning

Management Decision

Internet sources

  • http://college.hmco.com
  • www.e-tid.com
  • www.emeraldinsight.com/journals
  • www.europa.eu.int/comm/index
  • www.mckinseyquarterly.com

Instructions to Students for Submission of Coursework

This module requires you to submit your work on-line and also hand in a paper copy of that work

You MUST submit your completed work through X-Stream using the link marked "TurnItIn Assignment Submission".

Your work will be receipted once you have submitted using this link. This receipt applies only to work submitted through X-Stream but this module ALSO requires you to submit a paper copy of the work

When you submit work through X-Stream it is linked to 'TurnItIn' a worldwide plagiarism detection service. You can then use this to help check your referencing; you can then revise, re-check and resubmit your work right up to the submission date and time. To make use of this checking service you must submit your work early.

You MUST submit a paper copy of the work attached to a completed duplicate Assignment Form.

The copy of the work and assignment form should be placed in the relevant assessment post-box.

You must also submit a CD on which you have loaded all of the journal articles which you have analysed.

Please note: Tutors will follow up any suspected plagiarism found after the submission date as per University policy. Late penalties will apply as per University regulations.

ASSESSMENT A - Individual reflections on strategic analysis techniques and concepts

Assessment Details:

Students will be assigned a topic from those below in list A. The allocation will be done in class. Students should critically evaluate a strategic analytical technique adopted by academics and practitioners and assess its appropriateness and usefulness in giving competitive advantage within the event industry.

Activity one: week 5

Students are required to produce a 750 word literature review and critical analysis, and post it onto the discussion page on X-Stream. The literature review should bring together the views of different authors on the strategic analytical technique and it should identify their recommendations. See marking scheme for further details. Students are encouraged to look at other postings made by other students.

There is no individual mark for this stage but work should ideally conform to the minimum standard set in the marking criteria for activity two.

Tutor feedback: week 7

Tutors will give generic feedback on all work submitted. All students should then complete a student response sheet (see appendix A). This should outline their perceived strengths and weaknesses and proposed actions they will take for subsequent work. They should post this onto a confidential site on X-Stream.

Activity two: week 9

Students must demonstrate an understanding of a particular issue, as directed by your tutor from list B, and critically present, in 1500 words, how this concept may or may not offer competitive advantage within the event industry.

This should also be uploaded onto X-Stream and a paper copy submitted into the boxes in Macaulay. This is assessed work. This work submitted MUST be in report format and be clearly referenced according to the Harvard convention

Tutor feedback: week 12

The tutor will provide graded feedback on the individual work submitted from activity two (week 9).

Possible Topics:

List A

  • Mission and vision and the role of clear objectives
  • The strategic management process
  • Stakeholder analysis
  • Macro analysis
  • Micro analysis
  • Portfolio analysis

List B

  • Sustainable strategic management
  • Value added activity analysis
  • Critical success factors
  • Internal environmental analysis
  • Managing competencies and knowledge
  • Managing culture within an organisation
  • Consideration of the link between leadership styles and the structure of an organisation
  • Financial analysis and management

Additional comments:

Mark awarded:

Assessment B:

Individual reflections on strategic analysis techniques

Individual/Group

Individual

Weighting 75%

Hand in Date:

Week 13

Individually

Learning Outcomes

  • demonstrate an understanding of the need for vision and planning and the processes by which strategic objectives and policies are formulated;
  • competently undertake a strategic analysis of an organisation leading to recommendations on options, implementation and choice of strategy;
  • synthesise theory and practice: investigate and evaluate business and organisational issues, recommend change and resolve problems of implementing business decisions.

Assessment Details

For the given case organisation, as directed by the tutor, students are required to verbally present:

  • An analysis of the current position of the case organisation using appropriate analytical tools
  • Suggest and evaluate recommendations for the strategic direction and choices to be adopted by the organisation
  • Outline the methods by which the future direction can be achieved
  • Present a critical analysis of the implementation issues of the recommended strategies

This analysis is to be presented to the tutor in a formal presentation situation which will be videoed. The presentation should last 20 minutes and be followed by 5 minutes of tutor questions and student answers. To support the oral presentation a short written summary that identifies only the key points made in the presentation should be handed in when presentation is delivered.

A hard copy and disc of the PowerPoint slides should be presented at the same time.

Students are advised to consider carefully the assessment criteria to ensure they meet the requirements of the assignment.

In terms of the presentation students should ensure that they follow all the conventions for making an oral presentation as specified in Hind and Moss (2005) chapter 7.

Students are advised to read carefully the assignment instructions and ensure that they demonstrate the application of a wide range of tools and techniques and "critically evaluate"

Please read carefully the assessment and marking criteria


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