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This subject explores different models of strategy making and examines some of the difficulties involved in managing strategic change. Traditional models see strategy making as a straightforward, rational, 'top-down' process. Empirical work shows, however, that the formulation and implementation of strategies is a complex process, which is affected by political, cognitive, and contextual factors. Top managers can formulate a detailed strategic plan; but plans are not always put into practice nor are the plans that are put into practice necessarily successful. The subject commences by reviewing traditional models of strategy making where strategies are formed to derive a competitive advantage that enables the organisation to respond to environmental threats and opportunities. Students will then be introduced to other models, including institutional, ecological, competitive, value-driven and critical perspectives, to explore how strategic change is managed.
Intended learning outcomes
- Examine and understand different approaches to strategic change and their underlying assumptions and implications
- Analyse and evaluate the underlying assumptions and implications for practice of the different approaches
- Apply different theories to real and hypothetical situations through the use of case studies
High level of development: oral communication; written communication; problem solving; application of theory to practice; interpretation and analysis; critical thinking; synthesis of data and other information; accessing data and other information from a range of sources; receptiveness to alternative ideas.
Moderate level of development: collaborative learning; team work.
Some level of development: evaluation of data and other information; use of computer software.
Last updated: 10 December 2019