商业战略管理代修 BUSI 1484代写

Course Study Guide

2013–14

Mode:

Handbook Managing Strategy

Course Code: BUSI 1484

商业战略管理代修 This course is designed to assist you in developing demonstrable skills and competencies in the dynamic world of business strategy.

1. Welcome  商业战略管理代修

This course is designed to assist you in developing demonstrable skills and competencies in the dynamic world of business strategy.  While you are expected to apply yourself diligently, and work hard, you will be amply rewarded by added employability and enhanced capabilities that come from being skilled in this particular area. Managing Strategy is certainly a course where “you get out of it, what you put in”!

In today’s ever-changing business world, globalisation, the expansion of multi-national enterprises, the advancement in technology and competitive rivalry are all accelerating and intensifying at the same time to produce a truly complex and multi-faceted corporate landscape.  It is imperative, therefore, that businesses adopt clear strategic thinking borne out of sound and meaningful analysis in their struggle to attain sustainable competitive advantage.    商业战略管理代修

This course will follow a Sequential-Learning process drawing on business theories/models, underlying strategic principles,

and real world case scenarios to better understand the vagaries of an ever evolving corporate world and to apply real world solutions in the pursuit of sustainable competitive advantage. At each session you will be introduced to a contemporary concept in strategy and together we will explore the application of this in a real world business context.  As the course proceeds, we will build up from each new concept to the eventual development of the full strategic appraisal process whereby you will learn how to: generate strategic options; evaluate each respectively; and select the most appropriate from among these.

You will be assessed on: attendance in class (10%); an individual business simulation report (40%); and a case study assignment (50%).

Your attendance and progress will be closely monitored by your tutors towards the advancement of your own skills and knowledge development in this crucial area of management.

Your first point of contact for this course for any academic support is your TUTOR. This document outlines the course’s main features and provides you with the key information you need during the course.  Should you, however, have any queries please do not hesitate to  make an appointment to see us .  商业战略管理代修

We  truly hope that you enjoy the course and that you embrace the opportunity to develop an overarching strategic perspective of how the dynamic world of business continues to evolve and how to apply such thinking to generating real business solutions.

We  wish you every success.

Ian     and   Lilian

2. Introduction to the Course  商业战略管理代修

Strategic thinking is now a critical necessity in today’s complex, dynamic and multi-faceted business world. Given the intense rivalry brought on by an ever changing corporate landscape, it is no longer sufficient merely to prepare a strategic plan once every five years or even once a year. Businesses today require dynamic business models where strategic managers continuously monitor conditions and generate strategies in response to these changing and often challenging scenarios.

Managers have to be eminently aware of the consequences of actions being proposed and to weigh the merits of new strategic initiatives through proper evaluation and selection from among all alternatives. The principles and concepts of strategy are now being applied to all units and functions within a business. Managers at all levels are expected to have strategic skills and to be able to think strategically is now a prerequisite competency as opposed to the reliance on third party strategic specialists or in-house strategy departments. Strategy pervades every aspect and function throughout the organisation and rapid change is making strategic thinking, analysis and action ever more crucial for organisational survival.

This course will introduce you to the Strategic Management Process which consists of the analyses,

decisions and actions taken by members of organisations in order to create and sustain competitive advantage. At the heart of strategic management is the question: How and why do some firms outperform others in the same industry? In this context, there are four key attributes of strategic management to be considered: the overall organisational goals and objectives; a consideration of multiple stakeholder needs; short term as well as long term perspectives; and trade-offs between effectiveness and efficiency.  商业战略管理代修

This course addresses these key attributes and elements of the strategic management process and subdivides these into three sequential processes: strategic analysis, strategy formulation and strategy evaluation and implementation.

2.1Aims

1.To provide the proper context for an understanding of strategy as a means of achieving the organisation’s goals.

2.To put strategy into perspective relative to the other areas of organisational activities and demonstrate how it connects and drives the business management process.

3.To introduce the cognitive processes and core analytical tools which underpin the management of strategy in organisations.  The cognitive element is complemented by a business reality component in the form of a game simulation exercise.  For the undergraduate this will be a synthetic experience but the skills and know-how acquired will enhance their real world competencies and abilities to think strategically.  商业战略管理代修

4.To assist students to develop a critical appreciation of the nature and dynamics of business strategy and to provide an understanding of the organisational processes involved in strategy development.

5.To help students to develop the critical analytical skills through the application of appropriate frameworks and models and to reflect the plurality of perspectives and approaches to strategic management.

6.To provide participants with the opportunity to think critically and argue cogently about strategy formulation, evaluation and implementation.

2.2Learning Outcomes  商业战略管理代修

Upon successful completion of the course, students will have gained:

2.2.1 A Knowledge and understanding of:

• Identifying, and evaluating key organisation skills and core competencies.
• Identification and application of appropriate models/frameworks for strategic analysis.
• Applying analytical tools needed for the evaluation and comprehension of the extent to which firms achieve strategic success in line with their strategic objectives and relative to their competitors.
• Analysing, applying and evaluating the concepts and models of strategy appraisal and selection of strategic directions.
• Thinking critically and arguing cogently about strategy formulation, evaluation and implementation.
• Putting strategy into perspective relative to other areas of organisational activity.
• Developing an appreciation of strategic management and its contribution to the firm’s performance and the attainment of sustainable competitive advantage.

2.2.2 Intellectual Skills:

• Students will develop an understanding of the nature of the business in context.
• Students will be equipped to understand and apply discursive theories/ tools and develop derivative theoretical solutions but will also be encouraged to engage in analysis and critique of the theories and tools themselves.
• Students will go beyond surface understanding of ‘how to’ apply theories and tools of strategic management and will be encouraged to explore the limitations of the tools, theories and strategic frameworks.   商业战略管理代修

2.2.3 Personal Effectiveness:

• To manage the learning relationships developed with peers and academic facilitators.
• To develop a responsible approach managing their own learning and providing learning opportunities for others.
• To effectively organise and manage your time.

2.2.4 Subject practical skills:

Understand and apply the key tools and analyse frameworks of strategic management:

• Environmental scanning
• Industry analysis and competitive forces in the market place
• Analysing key factors for success of the industry
• Industry life cycle analysis
• Internal analysis of the firm
• Value chain analysis
• Investigating sources of competitive advantage and sustainability
• Porter’s models of Generic strategy
• Evaluating the organisation’s portfolio of products or services (BCG Matrix)
• Evaluating growth strategies (Ansoff Matrix & SAF Framework)

2.2.5 Transferable skills:

Students will be encouraged to:

• Take a reflective and critically appraisive approach to the subject matter.
• Take a rational and intellectually substantiated approach to learning.

2.2.6 Information Management:

• Draw upon resources and conceptual tools from other learning environments (and courses).
• Develop and demonstrate skills of case analysis and evaluation   商业战略管理代修

2.2.7 Communication Skills:

• Presentation skills
• Group communication
• Report writing skills
• Capacity to deconstruct a systemic organisational process and explain it in a coherent manner.

3.Reading :    商业战略管理代修

Reference	Key aspects to consider/Objective
Johnson G., Whittington R., and Scholes K., (2012) Fundamentals of Strategy, Second Edn., Pearson Education Limited. ISBN 978-0-273-75725-2	Business and Corporate Level Strategy.   Various Strategic Models & Frameworks.

Scheduled Lectures	Seminars/Tutorials	Advanced Strategy Lectures	Interaction with your Tutor
Lectures introduce new concepts and provide you with an insight into strategy models and frameworks. There will be an opportunity to ask questions and clarify issues that you are unclear about. All scheduled lectures are directly linked to your assignment issues.	Seminars/tutorials elaborate on lecture topics and relate these to practical business scenarios. Tutorials allow for more interaction in helping you to prepare for your assignments. There will be ample opportunities to engage in question-answer sessions with your Tutor. 商业战略管理代修	Advanced strategy lectures introduce you to contemporary strategic practices and topics and take an overall view of what is happening in the world of strategic management. These lectures are thought provoking and will encourage you to think ‘outside the box’. These advanced lectures are also assignment focused and will provide you with valuable information in the preparation of both the business simulation game report as well as in the final case study report.	Keeping in touch and interacting with your Tutor is very important for the successful progression of your learning. Since this course adopts a “sequential learning” process (lectures build on one another) your attendance at all Core Lectures, Tutorials, and Advanced Lectures is of PRIME IMPORTANCE. Your Tutor will closely monitor your attendance in order to provide you with adequate support to prepare you for the assignments. Please email to seek an appointment with your Tutor whenever you require any academic support outside the classroom. Checking regular announcements from your Course Leader on Moodle is another important way of keeping in touch.

 4.Assessment Details

4.1 Summary of Assessment

To pass this course you must successfully engage in the assessment.  There will be guidance and assistance given by the course team but also remember that the University has a dedicated study skills team who deliver support sessions each term. A timetable of these events is posted in October and can normally be viewed at http://www.gre.ac.uk/studyskills/study_skills_timetable.

Assessment Title	Weight Towards Final Grade	Word Count
Attendance at Lectures and Tutorials	10%	N/A
Business Simulation Game (Individual Report)	40%	3,500 Words
Case Study Based Exam	50%	商业战略管理代修
Overall Pass Mark            for this Course	40%	–	–	–

5.2 Detailed Description of Assessment

5.2.1 Attendance at Lectures and Tutorials

Attendance, participation and punctuality at all lectures and tutorials form part of the assessment process towards your final grade.  This accounts for 10% of the final marks awarded. You are, therefore, expected to attend all lectures and tutorials. Your tutor will be closely monitoring this. You should come prepared and ready to participate in class discussions and participate in group activities. Such preparation includes reading the course material (textbook chapters, cases, journal articles) in advance, as well as preparing questions/answers and other activities for informed, interactive discussion and presentation.  Additional research of relevant materials from appropriate sources is encouraged for both class discussions and assignments.

5.2.2 Business Simulation Game (Individual Report)

The Business Simulation Game (Developing Winning Competitive Strategies) is an online, PC-based exercise where you run (in groups) an already established company in head-to-head competition against companies run by other groups from your class. Company operations are made as realistic as possible and the functioning of the marketplace in this Business Strategy Game closely mirrors the competitive functioning of the real-world business arena, thus allowing you and your co-managers to proceed rationally and logically in making strategic based decisions.  商业战略管理代修

As strategic managers you will need to satisfy your board members and shareholders/investors on five set performance objectives for the company.   These will be explained in full detail in the Participant’s Guide which you can download once you register for the game. While the objective of the game itself is to end up leading the competition, through these performance objectives, your assessment mark will be based on an individual report.

This simulation game will commence from the tenth week (eleventh for cohort 2) of term. There will be:

two practice sessions in the first two weeks where the simulation game will be presented in full detail; followed by five full decision making sessions over the next five weeks. At the end of the Business Simulation Game you will be required to prepare an Individual Reflective Strategic Report.  This report will be borne out of your strategic analysis, rationalisations and decisions made together with reflections on your awareness of the environment and actual experiences internal to your group and relative to the other groups during the running of the whole of the simulation game.

A set format for this report is contained in the Assignment Format section below. The word count for this report is 3,500 words and you would be expected to post your report on Moodle in keeping with the set deadline date. You may include appendices (not more than 5 pages please) at the end of your report to provide supporting data/evidence. Reference to these must be included in the body of the work.Please note that there are penalties for exceeding the word count. Your tutor will provide you with feedback and a grade within three working weeks after the posting date.  商业战略管理代修

5.2.3 Pre-seen Case Study Based Exam

Business Case Studies for this course are used not only to illustrate what has been learned and retained in class, but also to develop valuable analytical skills and practical experience of running a business.

Case Study on Microsoft Nokia will be provided in advance electronically  by  BHC admin

5.3 Assignment Format  商业战略管理代修

5.3.1 Assignment Format for Business Simulation Game (Individual Report)

Each student is expected to prepare an independent report of his/her experience of strategically managing the company (as part of a group) for the five-year period. The suggested format and structure for this report is set out below.

CONTENTS PAGE	The report should be clearly structured and follow a logical format.  A contents page should be included which should adequately set out the structure of the report in a systematic way.
INTRODUCTION	State concisely but clearly what the report is about and the sequence of key tasks/events to follow.
COMPETITIVE STRATEGY	Describe how your company entered the industry (in each of the four markets in which you operated, and for all product types) and why?   As a Global Cost Leader; as a Global Differentiator; other. 商业战略管理代修
EXTERNAL OVERVIEW/ANALYSES	Awareness of the external environment and how it impacts on a company is a key strategic consideration. It is important then to describe: the state of the industry when you took over at the end of year 5; its competitive nature; and the opportunities and threats that existed for your company. You should support your answer with relevant strategic models/frameworks. You would need to carry out additional relevant (online) research to inform/support your analysis of the external environment.
INTERNAL OVERVIEW/ANALYSES	Provide a clear but concise overview of the company you were about to take over at the end of year 5. What were its strengths and weaknesses?
DECISIONS TAKEN	You should set out YEAR-BY-YEAR descriptions of and reasons for your decisions.   For each year describe:   – What key decisions were made; 商业战略管理代修 – The strategic thinking behind the decisions making process;   – The outcome/results of these decisions;   – How you performed in relation to your competitors.   Repeat this process 5 times to reflect on each year of running the company.
FINAL RESULTS	Describe the final results/outcomes of the simulation exercise for your firm relative to the competition.  In retrospect, comment on whether this was indeed a good/bad result for your company and whether your actions/decisions should have been different.
STRATEGIC DIRECTION	Describe how closely your firm’s decisions matched the initial strategic direction selected? Discuss any caveats and complications relating to the Strategy chosen.   Discuss how feasible it was to adhere to the initial strategic direction chosen and if at any time you altered this or considered doing so.
UNDERLYING STRATEGIC PRINCIPLES	Bring to light any underlying strategic principles in relation to your company and the decisions made.  How do these relate to the results achieved and processes of the simulation exercise (i.e. decisions actually taken and strategic implications and outcomes arising from these for your company)? 商业战略管理代修 Discuss to what degree your decisions were informed (or could have been informed) by clear analysis and sound reasoning in line with these underlying strategic principles.
KEY LEARNING OUTCOMES	Provide some discussion and reasoning for the strategic learning that has emerged.  For example:   – Having a clear/agreed focus for the company   – The importance of external/internal analyses.   – The complexities of running a company   – Awareness of different stakeholder expectations
REFLECTIONS AND CONCLUSIONS	What did the simulation reveal about:   – Competitive positioning? – ‘Beating’ the competition? – Changing Strategies? – Working as a cohesive team to run the company?   What did the simulation mean for you in terms of: interdependent decision making; experiential learning of running a business; and independent reflections and thinking?   We are as much concerned about your personal development through the exercise as with your strategic analysis and conclusions.

 5.4 Criteria that will be used for marking your coursework  商业战略管理代修

5.4.1 Criteria for Marking Business Simulation Game (Individual Report)

Marks Allocated to Criteria:	Criteria
10%	Introduction and Rationale for Competitive Strategies Selected Does this section provide a clear focus and overview of the objectives for the report? Are the competitive strategies chosen (for each of the four markets in which the company operated, and for all product types) clearly stated and described? Are good supporting reasons provided as to why the respective strategies were chosen?
25%	Industry and Company Overview Is there a comprehensive understanding of the theories/models used to analyse the external environment and to derive clear opportunities and threats for the company? Is there evidence of additional well researched material to support these analyses? Does the student provide a clear and concise overview of the company and its relative strengths and weaknesses?
25%	Decisions Taken and Final Results For each of the five years of operation, are the following clearly identified and described: key decisions made; strategic thinking behind the decision making process; results achieved; and company’s performance relative to the competition?  Is the overall performance of the company at the end of the simulation exercise clearly captured and explained in terms of each of the four geographic markets and relative to the different product types?
25%	General Reflections and Key Learning Outcomes Does the student provide meaningful reflections on: underlying strategic principles; models and frameworks selected and analysed; key decision making processes; and decisions or actions he/she might have done differently?  Is there a clear link implied between decisions made and the strategic learning identified.   Does this reflect a good overall understanding of the complexities of running a business?
10%	Conclusions Does the report bring together well: information contained in the participant’s guide; experiential learning of running a company; relevant theories/models; and additional researched evidence, to arrive at meaningful and insightful conclusions?
5%	Structure and Soundness Is the report well organised, clearly written, spell checked, grammatically sound and referenced appropriately?

5.4.2 Criteria for Marking Case Study: Full Strategic Appraisal (Individual Report)

Marks allocated to criteria:	Criteria
10%	Introduction and Company Background Does this section provide a clear understanding and overview of the objectives for the report? Does the company background provide a concise yet focused context for the case analysis?
15%	External Analysis Does the student demonstrate a comprehensive understanding of the theories/models used to analyse the external environment and to derive clear opportunities and threats for the company?  商业战略管理代修
15%	Internal Analysis Does this section demonstrate a comprehensive understanding of the theories/models used to analyse the internal environment and to clearly assess the strengths and weaknesses of the company?
10%	Issues & Challenges Facing the Company Is the student able to clearly identify and describe the issues and challenges facing the subject company? Are these well conceived and supported by the external and internal analyses presented?
20%	Generation and Evaluation of Strategic Growth Options Does the student present viable strategic growth options for the company and sound rationalisations for each chosen option? Are the strategic options evaluated in a rigorous and well reasoned manner?  Do these strategic options address the major issues/concerns brought out by the previous analyses? Are there sound, meaningful recommendations for the company?
10%	Description of Selected Strategy Does the student present meaningful discussion and justification for the chosen strategy?  Does this include the resource requirements as well as the company’s ability/capability to implement this appropriately? With regard to the chosen strategy, is there due consideration given to the issue of sustainability and long term viability?  商业战略管理代修
10%	Conclusions and Recommendations Does the report bring together the literature, relevant theories/models and researched evidence to arrive at meaningful conclusions and recommendations for the case study company?
10%	Synthesis, Mechanical Structure and Clarity Is there evidence of additional well researched material and clear independent thinking? Are the different sections linked and integrated well within the overall report?  Is the report well organised, clearly structured and mindful of the needs of the reader?  Is the report clearly written, spell checked, grammatically sound and referenced appropriately?

 

 

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