Advanced Strategic Management (AC0027)

? Credit Points : 20 ? SCQF Level : 10 ? Acronym : MSE-4-ASM

This option develops on the learning in Strategic Management in year 3. It does this in a highly practical way: participants will be expected to learn how to develop strategies for firms or business units by actually doing it, making this option highly complementary with others available on the programme. In the first few weeks, some particular issues that are currently the focus of widespread concern by senior managers will be examined in some depth. Then the doing will begin, in tasks that will prepare you well for assessment centres, interviews, and future roles in management as well as dissertations. This first involves you presenting a seminar on a topic of particular strategic interest. Then, in a role-play, you will act as a consultant and present strategic recommendations to a case firm, which will develop skills that you will use again in the exam, where you will be asked to advise a CEO as to what he/she should do.

Entry Requirements

? Pre-requisites : Strategic Management U02706

Variants

? This course has variants for part year visiting students, as follows

Advanced Strategic Management (VS1) (Not being delivered)

Subject Areas

Home subject area

Business Studies, (Management School and Economics, Schedule H)

Delivery Information

? Normal year taken : 4th year

? Delivery Period : Semester 2 (Blocks 3-4)

? Contact Teaching Time : 2 hour(s) per week for 10 weeks

First Class Information

Date	Start	End	Room	Area	Additional Information
08/01/2008	11:10	13:00	Lecture Theatre, Old High School	Central

All of the following classes

Type	Day	Start	End	Area
Lecture	Tuesday	11:10	13:00	Central

Summary of Intended Learning Outcomes

On completion of the course participants should understand:
- how senior management needs to bear different organizational stakeholders and their wants in their strategy formation, the differences between shareholder value and stakeholder approaches, and related corporate governance issues
- the complex resource base of organizations, embracing tangible and intangible, tradable and unique, and how these influence both strategy and the way that it is developed
- the perennial challenge of designing organizational structure, which can be seen in very different ways, and which both depends on and itself drives corporate strategy
- the international and global contexts and options in strategy formation which can fundamentally change what firms do and how they do it; whether or not they are themselves international; the strategic options and practical choices that are faced in growing a firm by entering new markets

On completion of the course you will be able to:
- digest, interpret and summarise the latest conceptual ideas of strategic management, and present them for management action
- work constructively within a team to develop management options and plans for the development of a business
- persuade colleagues and managers of the value of your ideas, integrating conceptual ideas with practical problems
- and argue coherent recommendations in response to two evident strategic problems faced by the CEO of a case firm