This module is concerned with how an organisational strategy takes shape and what strategists actually do. Firstly, it focuses on the evaluation of strategic options in terms of three criteria: suitability, acceptability and feasibility. Techniques of evaluation are provided, explained and illustrated. Secondly, ‘intended strategy development’ versus ‘emergent strategy development’ is examined as two broadly different approaches of strategy development. The third thematic area covers the role of organisational structures and systems in strategy development. The fourth theme is the leadership of strategic change. The development of a new strategy often involves significant organisational change and managing change emerges as a key determinant for strategic success. Lastly, the module discusses the practice of strategy: a. who is involved in strategy development, b. the types of activities in which strategists are involved, and c. the types of methodologies that strategists use

This module is concerned with how an organisational strategy takes shape and what strategists actually do. Firstly, it focuses on the evaluation of strategic options in terms of three criteria: suitability, acceptability and feasibility. Techniques of evaluation are provided, explained and illustrated. Secondly, ‘intended strategy development’ versus ‘emergent strategy development’ is examined as two broadly different approaches of strategy development. The third thematic area covers the role of organisational structures and systems in strategy development. The fourth theme is the leadership of strategic change. The development of a new strategy often involves significant organisational change and managing change emerges as a key determinant for strategic success. Lastly, the module discusses the practice of strategy: a. who is involved in strategy development, b. the types of activities in which strategists are involved, and c. the types of methodologies that strategists use.

 The assessment is a 3,000 word coursework assignment which consists of three patches. The word limit of each patch is 1,000 words. Each patch tackles one of the above themes in terms of the application of theory to a relevant case study. The three case studies are included in the textbook.

1 Demonstrate an understanding of the strategic issues and choices facing business organisations; and the resource implications of the strategic management process, bearing in mind recent developments in strategic thinking.

2 Demonstrate an understanding of the implementation issues facing business organisations; and the role of leadership and innovation in the management of change.

 3 Undertake a detailed analysis and evaluation of the strategic options available to a business organisation and then report and present those findings in an appropriate manner.

Key textbook

Johnson, G., Whittington, R., Scholes, K. (2011) Exploring Strategy: Text & Cases, 9th Edition, FT Prentice Hall.

PATCH 1 (34% of total marks and maximum of 1,000 words): Strategy Development Processes – Case – Google: who drives the strategy? (textbook, pages 426-428) – Learning outcomes 1-2

TASK A: Provide a table that presents a brief description and key references of concepts and tools with respect to ‘strategy development processes’.

TASK B: Applying the above concepts and tools, provide table(s) and/or figure(s) to answer the following question:

What influences strategy development in Google?

TASK C: Provide an 800-word commentary on TASK B; and a 200-word reflective commentary on the experience of producing this patch and on the contribution of seminar group work to this patch. The reflective commentary should explain the contribution of this patch to your academic and professional progression, and in particular to the development of your intellectual and employability skills. In your reflection, you should also clearly refer to specific group work contributions to your patch.

PATCH 2 (33% of total marks and maximum of 1,000 words): Organising for Success – Case – Hurricane Katrina: human-made disaster? (textbook, pages 459-461) – Learning outcomes 1-2

TASK A: Provide a table that presents a brief description and key references of concepts and tools regarding ‘organising for success’.

TASK B: Applying the above concepts and tools, provide table(s) and/or figure(s) to answer the following question:

Who was responsible for the organisational failures surrounding the response to Hurricane Katrina?

TASK C: Provide an 800-word commentary on TASK B; and a 200-word reflective commentary on the experience of producing this patch and on the contribution of seminar group work to this patch. The reflective commentary should explain the contribution of this patch to your academic and professional progression, and in particular to the development of your intellectual and employability skills. In your reflection, you should also clearly refer to specific group work contributions to your patch

 PATCH 3 (33% of total marks and maximum of 1,000 words): Leadership & Strategic Change – Case – Managing change at Faslane (textbook, pages 495-497) – Learning outcomes 2-3

TASK A: Provide a table that presents a brief description and key references of concepts and tools concerning ‘leadership & strategic change’.

TASK B: Applying the above concepts and tools, provide table(s) and/or figure(s) to answer the following questions:

  • Describe the change styles of John Howie and Craig Lockhart.
  • Assess the effectiveness of the change programme. Discuss its strengths and weaknesses.

 TASK C: Provide an 800-word commentary on TASK B; and a 200-word reflective commentary on the experience of producing this patch and on the contribution of seminar group work to this patch. The reflective commentary should explain the contribution of this patch to your academic and professional progression, and in particular to the development of your intellectual and employability skills. In your reflection, you should also clearly refer to specific group work contributions to your patch.

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