ST3SX1 - Strategic Management 01 Sep 2019 - 31 Aug 2027 | Version 2
Associated Module Information
| Module Code: | ST3SX1 | ||
|---|---|---|---|
| Module Title: | Strategic Management | ||
| Faculty: | Faculty of Business and Creative Industries | ||
| Faculty Group: | Business Management | ||
| Faculty Sub Group: | Business Management | ||
| Module Leader: | Rachael Rees-Jones | ||
| Module Team: | Louise Hung, Liam Newton, | ||
| First Intended Intake: | SEP 2020 | Final Year of Intake: | |
| Date Closed: | |||
| Credit Value: | 20 | Credit Level: | 6 |
| Language: | English | ||
| Percentage of Module Taught in Welsh: | 0 | ||
| Equivalent Module: | |||
| HECOS codes: | |||
| HECOS Code Weighting: | |||
Document Version Information
| Version | 2 |
|---|---|
| Valid From | 01 Sep 2019 |
| Valid To | 31 Aug 2027 |
Module Aims
To provide students with a holistic (strategic) understanding of organisations and their interaction with their environments.
Encourage students to analyse information and environmental factors in the decision-making process within businesses, to enhance abilities of informed decision making.
Develop risk taking in students and to reflect on the decision-making process.
Content Summary
The module focuses on the application and critique of a number of tools, techniques, theories and frameworks introduced throughout their chosen course of study. The module draws on a number of themes previously encountered during their studies to provide a holistic understanding of the interrelatedness of functions within a business environment.
Students will work in cross disciplinary teams on a range of case study-based activities within a flipped classroom environment.
A full day, class-based simulation exercise will require students to select and apply a range of tools, techniques, theories and frameworks to address a changing, dynamic business case study.
Topics covered and tools applied:
External environmental analysis tools;
Internal environmental analysis tools;
Internal and external development options for organisations;
Risk management;
Sustainability
Stakeholder analysis
Critical reflection
Assessments are below tariff due to students completing 8 hours simulation exercise which is required before report and reflection can be completed. The simulation is a formative activity which requires a large amount of input from students. In recognition of this, the assessment tariff is reduced.
Learning and Teaching Methods
| Activity Type | Hours |
|---|---|
| Lecture | 10 |
| Practical classes and workshops | 30 |
| Independent Study | 110 |
| Directed Study | 40 |
| Formative Assessment - Independent | 2 |
| Groupwork | 8 |
| Total Hours Selected | 200 |
Learning Outcomes
| # | Learning Outcome |
|---|---|
| LO1 | To evaluate and apply decision-making frameworks and mechanisms to explore critical areas of an organisation’s strategic development |
| LO2 | To critically reflect on the decision-making process and the frameworks and mechanisms used to make informed decisions. |
Module Requisites
N/A
Assessment Criteria
| Assessment Category | Assessment Type | Description | Duration | Word Count | Weight (%) | Best of? | Pass Mark |
|---|---|---|---|---|---|---|---|
| Asynchronous Assessment | Portfolio 1 | A portfolio of interconnected tasks, developing and students’ ability to analyse, formulate, implement and critically reflect on strategic decisions in a real-world organisational context. The portfolio format mirrors real strategic practice: breaking work into iterative deliverables, encouraging ongoing reflection, and allowing students to showcase a range of professional outputs (external environmental analysis, presentation of strategic options, and a reflective journal). | 0 | 4000 | 50 | No | 40 |
Assessment Matrix
| Assessment Type | Learning Outcomes | ||
|---|---|---|---|
| LO1 | LO2 | ||
| Portfolio 1 | ✔ | ✔ | |