Postgraduate Course: Creative Strategy (MBA) (CMSE11230)
Course Outline
| School | Business School |
College | College of Humanities and Social Science |
| Credit level (Normal year taken) | SCQF Level 11 (Postgraduate) |
Availability | Not available to visiting students |
| SCQF Credits | 10 |
ECTS Credits | 5 |
| Summary | Strategy is a central activity in modern organizations. The premise of this integrating course is that strategy takes place in complex, ambiguous and fast changing environments. Accordingly, the course explores processes of strategic analysis, strategy decision-making and political behaviour in and around organizations. |
| Course description |
The course introduces key concepts in strategic management, integrates knowledge from previous courses, and engages with cutting edge issues in strategy. Critically, the course examines how managers accomplish their strategies in the face of unintended consequences and paradoxical situations. The course also considers how managers deal with crisis situations. The course makes links with broader issues, such as the global financial crisis, globalization, the digital revolution and sustainability, so that students understand their implications from a practical strategy perspective. The course also underpins the optional course on Global Strategy, which offers deeper analysis of global versus regional strategies, alliances and acquisitions and strategies for emerging markets.
Syllabus
Introduction to Strategy
Strategic Planning and Strategic Capabilities
Doing Strategy Work
Globalisation
Financialization and Strategy
Strategic Decision-Making
Power and Politics
Strategic Change
Rankings, Ratings and League Tables
Strategy and Social Media
Strategic Innovation
Student Learning Experience
A wide range of cases will draw particularly on media, financial services and professional services strategy examples. The teaching approach will focus on lectures and case discussions, with business practitioners contributing on an occasional basis. Students will also learn from independent reading and through discussion with colleagues when preparing cases.
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Entry Requirements (not applicable to Visiting Students)
| Pre-requisites |
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Co-requisites | |
| Prohibited Combinations | |
Other requirements | For Business School PG students only, or by special permission of the School. Please contact the course secretary. |
| Additional Costs | None |
Course Delivery Information
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| Academic year 2015/16, Not available to visiting students (SS1)
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Quota: None |
| Course Start |
Semester 2 |
| Course Start Date |
11/01/2016 |
Timetable |
Timetable |
| Learning and Teaching activities (Further Info) |
Total Hours:
100
(
Lecture Hours 24,
Summative Assessment Hours 26,
Programme Level Learning and Teaching Hours 2,
Directed Learning and Independent Learning Hours
48 )
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| Assessment (Further Info) |
Written Exam
0 %,
Coursework
100 %,
Practical Exam
0 %
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| Additional Information (Assessment) |
Participation - 10%
Group Presentation - 30%
Individual Assignment - 60%
The Group presentation will follow the format of corporate presentation to a board of directors. It will be evaluated on the quality of the analysis, advocacy and argumentation.
The individual assignment is part theoretical / part practical and will be assessed on the quality of the argumentation, the creativity of the arguments and the practical analysis/recommendations presented
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| Feedback |
All students will be given at least one formative feedback or feedforward event for every course they undertake, provided during the semester in which the course is taken and in time to be useful in the completion of summative work on the course.
Feedback on formative assessed work will be provided within 15 working days of submission, or in time to be of use in subsequent assessments within the course, whichever is sooner. Summative marks will be returned on a published timetable, which has been made clear to students at the start of the academic year.
Feedback is provided on presentations, class participation and the individual assignment.
Students will be provided with electronic written feedback for all coursework. Coursework and exam scripts cannot be taken away by students. Students who wish to view a marked piece of coursework or an exam script, should contact the programme support team to arrange a time.
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| No Exam Information |
Learning Outcomes
On completion of this course, the student will be able to:
- Manage and synthesise relevant information about organizations in a clear, sound and explicit way.
- Apply a panoramic and integrative approach to strategy.
- Use strategic concepts to produce compelling conclusions about real organizations.
- Apply theory and models to new contexts, and to evaluate and critique theory and practice.
- Critically discuss the need for a holistic approach to the analysis of strategy, and contemporary analytical approaches.
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Reading List
| Clegg, S, Carter, C, Kornberger, M and J Schweitzer (2011) Strategy: Theory and Practice. London: Sage. |
Additional Information
| Graduate Attributes and Skills |
Transferable Skills:
Ability to analyse complex business situations and rapidly structure ideas and arguments,
Skills of argument, persuasion and the ability to communicate analyses and conclusions clearly and persuasively.
Effective group work and presentation skills.
Ability to research and filter business information quickly and effectively.
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| Keywords | Not entered |
Contacts
| Course organiser | Prof Chris Carter
Tel: (0131 6)51 5540
Email: |
Course secretary | Miss Kate Ainsworth
Tel: (0131 6)51 7761
Email: |
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