留学生管战略理专业作业写作指导-Strategic Management
08-27, 2013
留学生战略管理专业写作指导-Strategic Management
MODULE AIMS
The module aims to:
. To test strategies in complex business environments for students to make key decisions
. To develop students general management skills, team skills and to reinforce the links between
theory and practice
. To encourage the synthesis of knowledge, understanding and skills gained from other
modules on their respective Degree Programmes
In essence the course is about developing your understanding of the decision making issues within
strategic management by making you aware of the different tools of analysis and presenting you with
the opportunity to apply them.
MODULE OBJECTIVES
By combining a lecture and seminar programme with relevant, focused group presentations, individual
assignments and an end of semester examination, module participants will become versed and
practised in:
. Addressing the great complexity and variety that attends issues of strategic management within
organisations.
. Managing and analysing relevant information about organisations and their strategic issues in a
clear, sound and explicit way.
. Using strategic management concepts and approaches to produce persuasive conclusions about
real management situations and presenting them effectively. 模块目的
通过结合讲座和相关研讨，焦点小组报告，个人
essay和考试的学期结束，参加者将成为精通和模块
实行：
。解决巨大的复杂性和多样性，在战略管理问题
组织。
。管理和分析相关的信息在一个组织和他们的战略问题
清晰，声音和明确的方式。
。运用战略管理的概念和方法的产生有说服力的结论
真正的管理情况并提出有效的。
TEACHING METHODS - LECTURES AND SEMINARS
The module will consist of two one hour lectures most weeks and six seminars during the semester.
The lectures will only provide a skeletal outline of a subject. Students will be required to supplement
their learning with additional reading as designated in the lecture programme. The module takes a
problem based learning approach using a strategy simulation exercise based on a ‘live’ company.
Students will be allocated into groups at the first seminar and collectively act as the main Board #p#分页标题#e#
Directors of the WRSX Group, a global advertising and marketing communications company. Your
responsibility as Directors will be to make long-term, strategic decisions that will impact on the growth
and prosperity of this large, multi-national organisation. Firm performance will be measured in both
financial and non-financial terms but ultimately on how your decisions impact on the share
price/market capitalisation of their organisation. To gain access to the strategy simulation all students
registered for the module will be issued with a code via e-mail.
Lectures Thursday 13.00 – 14.00 hours Lecture Theatre A6 Cottrell Building
Friday 15.00-16.00 hours Logie Lecture Theatre
The first lecture will be on Thursday 14th February 2013
Seminars
The seminar timetable and programme is outlined at the end of this handout. Seminars will start on
week two of the semester beginning Monday 18th February 2013. Students should sign up for a
seminar group on Succeed for this module. Each seminar class will be split into 3 groups and
students should give their groups a name. Groups will be expected to work and conduct an analysis
of WRSX from learning assets available on the simulation web site, the lecture programme and their
reading. Students must attend the first seminar meeting as this is when groups will be formed. If for
any reason you are unable to attend the first seminar, students should inform the module co-ordinator
as soon as possible. As the seminars will be assessed it is important that, if for any reason a student
will be absent, that they inform their tutor AND module co-ordinator as soon as possible.
A short exercise for students to familiarise themselves with the advertising and marketing
communications industry sector is available on Succeed and on the strategy simulation web site. This
will used at the first seminar and students should come prepared having read the material.
The strategy simulation and associated resources can be accessed at: http://www.mystrategylab.com/
In Phase One: Strategic Position - the task will be to present an analysis of the current position of
the WRSX Group and the industry sectors in which it operates.
In Phase: Strategic Choices - the task will be to review and present potential strategic options #p#分页标题#e#
available to the WRSX Group.
In Phase: Three Strategy in Action – students will be presented with a number of potential strategic
options that WRSX can follow that puts strategy into action. You will have to decide which options will
be best for WRSX based on your knowledge of the environment the firm operates within. Once your
group’s decisions have been made the strategy simulation will calculate the effect of any decisions on
the WRSX share price.
Seminar Days, Times and Location
EXPECTATIONS
The focus of the module is to give you an insight into the nature of strategic management within
organisations. For the module to work well, and for you to benefit from it, preparation for each seminar
is compulsory. This will include reading the appropriate chapters in the core text, the lecture notes
and using learning assets available from the strategy simulation web site. During the course of the
module, students will evaluate different strategies in a complex global business environment and make
decisions that will have significant long-term impact on WRSX. They will also develop general
management skills, team skills and the ability to link management theory with practice in strategic
management.
In each seminar, the group will be asked to make a presentation/discussion of the strategic
position of WRSX, potential strategic choices and finally discuss a number of strategic
decisions that they think WRSX should make. A series of areas that students should concentrate
on for each seminar will be available from the strategy simulation web site and can be used to assist
and provide focus for students with their group work. The actual seminar itself will be a plenary
session bringing together student’s work in relation to their organisation to reinforce learning.
ASSESSMENT
This module has four assessment components:
Group presentation (15%) - Marks will be given for concise analysis, using the strategy techniques
taught on the module and available in textbooks to produce effective and persuasive conclusions, and
participation by all the team. The level of depth of thinking on the case of all the team members will be
ascertained by each participant’s ability to answer questions. A copy of the tutor assessment sheet
can be found at the end of this module outline.
#p#分页标题#e#
Peer Group Assessment (5%) Peer group assessment involves each individual being allocated a finite
number of marks to award to other group members, but not to themselves. The awards by group
members will be done by secret ballot at the end of the semester. This is compulsory and any student
who fails to provide a peer assessment of other group members will be ‘no-graded’ for this piece of
assessment.
Individual strategic management report (30%) - This is an individual assignment. It should be a
concise report of a strategic analysis of WRSX with recommendations for future action. Guidance for
assignment structure and format will be available on Succeed. The word limit for the assignment is
1,500 words and will be strictly enforced and should be indicated on the front page of the
assignment. Completed assignments should be submitted via the essay box outside Room
3B44 no later than 12.00 hours on Tuesday 16th April 2013. Students should complete the
assignment cover sheet attached to the module outline. Extensions to coursework will only be given
for genuine personal or medical reasons. Unauthorised late submission will be penalised by a loss of
3 marks per day overdue. It is anticipated that assignments will be marked and returned
approximately two weeks after the submission date.
The overall progress requirements including regulations relating to repeat or deferred examinations,
are set out in the handbook issued to you on entry to your Degree programme.
Work which is submitted for assessment must be your own work. All students should note that
the University has a formal policy on plagiarism which can be found at
http://www.quality.stir.ac.uk/ac-policy/assessment.php
Citing References
For assignments students are advised to reference all sources used. A guide to citing references can
be found at: http://www.is.stir.ac.uk/research/citing/index.php
THE STRATEGIC MANAGEMENT EXAMINATION (50%)
A two hour end of semester examination will be based on a strategic analysis of a specific case study
which will be provided two weeks before the examination date. The examination date will be
confirmed towards the end of the module. A copy of the Spring 2012 examination paper is provided on
Succeed. Candidates will be asked to answer two questions from a choice of four.
CORE TEXTS #p#分页标题#e#
Main Texts
The core text for the module is:
Johnson, G, Scholes, K, Whittington, R (2012), Fundamentals of Strategy, 2nd Edition, Prentice
Hall, ISBN: 978-0-273-75725-2.
The first edition of the core text is available as an e-book for ￡23.99 and can be purchased from
the following web site.
http://www.pearsoned.co.uk/bookshop/detail.asp?item=100000000483235
There are a number of other texts that can be utilised including:
Foundations of Strategy (2012) by Robert M Grant and Judith Jordan, Wiley
Johnson, G, Scholes, K, Exploring Corporate Strategy (any edition), Financial Times/Prentice Hall
Lynch R, Corporate Strategy (any edition) Financial Times/Prentice Hall
Thompson, J. & Martin, F, Strategic Management, (any edition)’ Thomson Learning
Mintzberg, Henry. & Quinn, James Brian, (1996), The strategy process: concepts, contexts, cases. 3rd
ed. Prentice-Hall International
Bob de Wit & Ron Meyer (1998), Strategy: Process, Content, Context, An International Perspective 2nd
ed., International Thomson Press ISBN 1861521391
Additional Reading
The following books are suggested for giving both a general and a more specialist analysis/discussion.
Again, a limited number are available in the library.
Asch, D. & Bowman, C. (Eds) (1989) Readings in Strategic Management, Macmillan, ISBN 0-333-
51793
Ambrosini, V. (1998) Exploring Techniques of Analysis and Evaluation in Strategic Management
Prentice Hall Europe, ISBN: 0-13-570680-7
Campbell, A. & Sommers, Luchs, K. (1997) Core Competency-Based Strategy, International
Thomson Press, ISBN: 0-415-13688-1
You are also advised to consult the large number of journals devoted to the broad areas of
management, and strategic management in particular (Journal of Management Studies, British Journal
of Management, Strategic Management Journal, Long Range Planning, Harvard Business Review,
California Management Review etc), as well as the quality business press. This is where more recent
and contemporary strategy research is published and debated. 你也应该查阅期刊致力于广泛领域的大量
管理，特别是战略管理（管理学期刊杂志，英国#p#分页标题#e#
管理，战略管理杂志，长期规划，哈佛商业评论，
加利福尼亚管理评论等），以及质量的商业新闻。这是最近的
当代策略研究发表与讨论。
LECTURE PROGRAMME
Lecture 1
(14th February)
Introduction to course, expectations, assessment, seminars and
strategy simulation exercise. The nature & origins of strategy &
development of strategic management. Readings: Fundamentals of
Strategy, Ch 1
Lecture 2
(15th February)
The nature & origins of strategy & development of strategic
management (contd). Readings: Fundamentals of Strategy, Ch 1
Lecture 3
(21st February)
The role of analysis in strategic management: external analysis (cont.d).
Readings: Fundamentals of Strategy, Ch 2
Lecture 4
(22nd February)
The role of analysis in strategic management: external analysis.
Readings (cont.d): Fundamentals of Strategy, Ch 2
Lecture 5
(28th February)
The role of analysis in strategic management: internal analysis.
Readings: Fundamentals of Strategy, Ch 3
Lecture 6
(1st March)
The role of analysis in strategic management: internal analysis
(cont.d). Readings : Fundamentals of Strategy, Ch 3
Lecture 7
(7th March)
Strategic choice: Corporate Level Strategy
Readings: Fundamentals of Strategy, Chs 6 and 9
Lecture 8
(8th March
Strategic choice: Business Level Strategy
Readings: Fundamentals of Strategy, Ch 5
Lecture 9
(14th March)
Strategy & structure
Readings: Fundamentals of Strategy, Ch 10
Lecture 10
(15th March)
Strategic Purpose, Culture and Strategy
Readings: Fundamentals of Strategy, Ch 4 and reading available on
Succeed.
#p#分页标题#e#
Lecture 11
(21st March)
International Strategy
Readings: Fundamentals of Strategy, Ch 7
Lecture 12
(28st March)
International Strategy
Readings: Fundamentals of Strategy, Ch 7
29th March – 5th April Inclusive Mid-Semester Break - No Lectures or Seminars
11th & 12th April
No Lectures (Assignment Preparation)
Lectures 13
(18th April)
Strategy in mature and declining industries/turnaround and
rejuvenation strategies
Readings: Will be found on Succeed
Lectures 14
(19th April)
Strategy in mature and declining industries/turnaround and
rejuvenation strategies
Readings: Will be found on Succeed
Lecture 15
(25th April)
Course review, exam preparation & discussions.
Exam case study: questions & answers.
SEMINAR PROGRAMME
Week 1 (Week beginning 11th February)
No seminars
Week 2 (Week beginning 18th February)
Seminar 1 protocol and group formation
Week 3 (Week beginning 25th February)
NO SEMINARS
Week 4 (Week beginning 4th March)
Seminar 2 Phase 1 The strategic position of WRSX:
understanding the strategic position – external and
internal environment
Week 5 (Week beginning 11th March)
Seminar 3 Phase 2 WRSX presentations: strategic
choice
Week 6 (Week beginning 18th March)
Seminar 4 Phase 3 Strategy in Action: Board
meeting strategic recommendations
Week 7 (Week beginning 25th March)
Seminar 5 Phase 3 Strategy in Action: Board
meeting strategic recommendations #p#分页标题#e#
Week 8, 29th March – 5th April Mid-
Semester Break
NO SEMINARS
Week 9 (Week beginning 8th April)
Seminar 5 for Friday classes only
Week 10 (Week beginning 15th April)
Seminar 6 Phase 3 Strategy in Action: Board
meeting strategic recommendations
*Note due to the University Easter holiday, the seminars due to take place on Friday 29th March
will be held Friday 12th April.
BSMP 31 Strategic Management: Seminar Presentation Grading
Elements of the presentation will be marked on a scale of 100 points. Points will be earned as described
in the table below.
Critical use of strategic
management concepts
Made an argument
supported by evidence
from software simulation.
Presentation had an
output and coherent
structure.
Evidence of good
preparation and
familiarity with material.
Comments
Grade for presentation:…………………
Tutor’s notes on Improvements:
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