Postgraduate Course: Creative Strategy (MBA) (CMSE11230)
Course Outline
| School | Business School |
College | College of Humanities and Social Science |
| Course type | Standard |
Availability | Not available to visiting students |
| Credit level (Normal year taken) | SCQF Level 11 (Postgraduate) |
Credits | 10 |
| Home subject area | Common Courses (Management School) |
Other subject area | None |
| Course website |
None |
Taught in Gaelic? | No |
| Course description | 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. The course will introduce key concepts in strategic management, integrate knowledge from previous courses, and engage with cutting edge issues in strategy. Critically, the course will examine how managers accomplish their strategies in the face of unintended consequences and paradoxical situations. The course will also consider how managers deal with crisis situations. The course will make 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 will also underpin the optional course on Global Strategy, which will offer deeper analysis of global versus regional strategies, alliances and acquisitions and strategies for emerging markets. |
Entry Requirements (not applicable to Visiting Students)
| Pre-requisites |
|
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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| Delivery period: 2014/15 Semester 2, Not available to visiting students (SS1)
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Learn enabled: Yes |
Quota: None |
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Web Timetable |
Web Timetable |
| Course Start Date |
12/01/2015 |
| Breakdown of 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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| Additional Notes |
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| Breakdown of Assessment Methods (Further Info) |
Written Exam
0 %,
Coursework
100 %,
Practical Exam
0 %
|
| No Exam Information |
Summary of Intended Learning Outcomes
Knowledge and Understanding:
¿ The need for a holistic approach to the analysis of strategy, and contemporary analytical approaches.
¿ The complexity of strategic management in organizations.
¿ Key concepts, techniques and tools associated with the strategic management process and how they can be applied.
¿ The main drivers of strategic change in an organisation.
¿ Key factors underpinning effective strategies.
¿ Learning from corporate failure.
¿ Different perspectives for managing strategically and contemporary strategic challenges being faced by strategic leaders.
Cognitive and Subject Specific Skills:
¿ The ability to manage and synthesise relevant information about organizations in a clear, sound and explicit way.
¿ Ability to apply a panoramic and integrative approach to strategy
¿ The ability to use strategic concepts to produce compelling conclusions about real organizations.
¿ Ability to apply theory and models to new contexts, and to evaluate and critique theory and practice.
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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Assessment Information
Participation - 10%
Group Presentation - 30%
Individual Assignment - 60%
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Special Arrangements
| None |
Additional Information
| Academic description |
Not entered |
| 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; 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. |
| Transferable skills |
Not entered |
| Reading list |
Clegg, S, Carter, C, Kornberger, M and J Schweitzer (2011) Strategy: Theory and Practice. London: Sage. |
| Study Abroad |
Not entered |
| Study Pattern |
Not entered |
| Keywords | Not entered |
Contacts
| Course organiser | Prof Chris Carter
Tel: (0131 6)51 5540
Email: Chris.Carter@ed.ac.uk |
Course secretary | Miss Kate Ainsworth
Tel: (0131 6)51 3854
Email: Kate.Ainsworth@ed.ac.uk |
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