ULMS Electronic Module Catalogue |
The information contained in this module specification was correct at the time of publication but may be subject to change, either during the session because of unforeseen circumstances, or following review of the module at the end of the session. Queries about the module should be directed to the member of staff with responsibility for the module. |
Title | Strategic Management and Contemporary Organisation | ||
Code | MGTK724 | ||
Coordinator |
Dr DA Higgins Archaeology, Classics and Egyptology D.A.Higgins@liverpool.ac.uk |
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Year | CATS Level | Semester | CATS Value |
Session 2023-24 | Level 7 FHEQ | Whole Session | 15 |
Pre-requisites before taking this module (other modules and/or general educational/academic requirements): |
Modules for which this module is a pre-requisite: |
Programme(s) (including Year of Study) to which this module is available on a required basis: |
Programme(s) (including Year of Study) to which this module is available on an optional basis: |
Teaching Schedule |
Lectures | Seminars | Tutorials | Lab Practicals | Fieldwork Placement | Other | TOTAL | |
Study Hours |
10 12 8 |
30 | |||||
Timetable (if known) | |||||||
Private Study | 120 | ||||||
TOTAL HOURS | 150 |
Assessment |
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EXAM | Duration | Timing (Semester) |
% of final mark |
Resit/resubmission opportunity |
Penalty for late submission |
Notes |
CONTINUOUS | Duration | Timing (Semester) |
% of final mark |
Resit/resubmission opportunity |
Penalty for late submission |
Notes |
Portfolio of evidence Reassessment Opportunity: 1000-word individual reflective report on the theory, analysis, and their own work. Penalty for Late Submission: Standard UoL penalty applies Anon | 0 | 30 | ||||
Individual report Reassessment Opportunity: 3000-word individual report based on a critical analysis and evaluation of a contemporary case study, provided by the module instructor, with a critical re | 0 | 70 |
Aims |
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This module aims to: Enable students to develop knowledge and understanding of the multi-level processes involved in the strategic conduct and performance of formal organisations and their constituent groups and individuals through active learning, authentic assessment and critical reflection; Support students to become familiar with leading-edge theory about organisation and international management and how such processes relate to strategy, organisational environment and strategic performance in different contemporary organisations and cultures, through processes of application, analysis and problem solving; Enable students to develop the skills required to identify, and critically analyse contemporary strategic business and management challenges and issues to support effective decision making in a strategic context. |
Learning Outcomes |
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(LE1) Internationally aware. |
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(LE2) Experiential learning. |
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(LO1) Students will be able to elaborate on the linkage between organisation, environment, and strategic performance, in a variety of different cultural contexts. |
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(LO2) Students will be able to identify, analyse and apply theoretical and conceptual knowledge to strategic issues and challenges in contemporary international organisations. |
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(LO3) Students will be able to critically evaluate a range of strategy and strategic management perspectives, theories, and concepts. |
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(LO4) Students will be able to critically analyse and evaluate strategic management practices in relation to the formulation and implementation of strategy, across a variety of different cultural contexts. |
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(LO5) Students will be able to diagnose strategic and organisational issues and appreciate alternative choices and approaches for the strategic management of people and processes in a range of organisational and environmental contexts. |
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(LRE1) A problem solver. |
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(LRE2) Ethically aware. |
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(LRE3) Flexible and adaptable. |
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(LRE4) A lifelong learner. |
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(LRE5) Commercially aware. |
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(LRE6) Empirical research. |
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(LRE7) A team player. |
Teaching and Learning Strategies |
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The module will primarily be delivered through eight weekly e-lectures, delivered through a variety of methods, covering key concepts, theories and case studies. These will be supported by individual online tasks, such as blogs, collaborative tasks, and discussion boards, which will be used to develop and apply learning. These activities will be moderated by the module instructor. Students will also be directed to key academic and practitioner readings to further develop their learning. Unscheduled Directed Student Hours: 10 hours Description: The e-lectures will equate to 1.25 hours/week over 8 weeks undertaken asynchronously. Students will also participate in eight weekly e-seminars where they will engage in peer discussion of key concepts and application to their own work contexts and/or real-life examples of contemporary organisations. Seminars will be conducted via a discussion board wit h input from the module instructor. Unscheduled student hours: 8 hours Additionally, students will participate in virtual action learning sets, where students will form small action learning groups. They will collaboratively choose a case study (either from their own professional experience or provided by the module instructor) and work together to identify and solve current strategic dilemmas. This will be facilitated by the module instructor. Unscheduled student hours: 12 hours Self-directed learning hours: 120 hours |
Syllabus |
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Understanding concepts of organisation, strategic management, strategy and environment: This introduces the subject of strategy and strategic management. The evolution of the discipline is examined and contemporary views of strategy and strategic management in different contexts and levels of strategy are explained. Students are made aware of the multi-perspective, contested, and evolving nature of the discipline. The nature and source of competitive advantage – the positioning school: business level strategy strategic choices and the prescriptive implications of this perspective. The nature and source of competitive advantage –the resource-based, knowledge-based and dynamic capabilities view, or inside-out perspective, of competitive advantage. Forms of organising and managing as strategic acts. There are two broad perspectives that students will encounter in the context of real-life case studies: the linear model of organising and managing stra tegic action through rational strategic planning and the incremental model of continuous learning and adaptation. Strategic purpose, vision, mission, values and leadership: Students will consider the role of vision, mission, governance, social responsibility and ethics in the context of strategic management. Key concepts of stakeholder influence, social responsibility, and social enterprise will be critically examined. Strategy, inertia and change - the role of history and culture: This topic considers both exogenous drivers of change and inertia arising from the competitive and institutional environment, and intra firm path dependency, routines and organisational culture. Contemporary organisational conditions and challenges: corporate level strategy: This topic will support students in integrating their knowledge and understanding of strategy context, process and context in examining the nature of multi-business corporations and the prescriptive logics of adding va lue to diversified activities. Contemporary organisational conditions and challenges: Strategy in high velocity environments, hyper-competition, innovation and entrepreneurship. Different types of innovation: strategic, product and process in different industry environments will be introduced and the nature and source of innovation will be explored via contemporary case examples. The growth of the firm – entrepreneurial foresight, capabilities, opportunities and social entrepreneurship are examined. |
Recommended Texts |
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Reading lists are managed at readinglists.liverpool.ac.uk. Click here to access the reading lists for this module. |