Strategic Analysis and Decision Making Course Descriptor

Course Overview

Strategic decision making involves solving complex problems to achieve objectives within an organisational context. The focus of the course will be commercial organisations however the concepts and skills taught on this course can be applied to all organisations: not for profit, private, public or state owned.

This course examines the theories of strategic management and their application in practice. Through an understanding of these theories students will develop the skills to analyse and apply them to strategic decision making.

Students will learn the techniques and tools used by organisations to analyse and interpret the macro and micro environment in which they operate and consider the strategic options available and their suitability for the organisation at that time.

The course will develop a student’s critical thinking ability and the ability to make decisions with incomplete information in a competitive environment.

Learning Outcomes

On successful completion of the course, students will be able to:

Knowledge and Understanding

Subject Specific Skills

Transferable and Employability Skills

Teaching and Learning

This course has a dedicated Virtual Learning Environment (VLE) page with a syllabus and range of additional resources (e.g. readings, question prompts, tasks, assignment briefs, discussion boards) to orientate and engage students in their studies.

The scheduled teaching and learning activities for this course are:

Lectures/seminars 40 scheduled hours – typically including induction, consolidation or revision, and assessment activity hours.

Version 1:all sessions in the same sized group

OR

Version 2: most of the sessions in larger groups; some of the sessions in smaller groups

Faculty hold regular ‘office hours’, which are opportunities for students to drop in or sign up to explore ideas, raise questions, or seek targeted guidance or feedback, individually or in small groups. 

Students are to attend and participate in all the scheduled teaching and learning activities for this course and to manage their directed learning and independent study.

Indicative total learning hours for this course: 150 hours

Assessment

Both formative and summative assessment are used as part of this course, with purely formative opportunities typically embedded within interactive teaching sessions, office hours, and/or the VLE.

Summative Assessments

Further information about the assessments can be found in the Course Syllabus.

Feedback

Students will receive formative and summative feedback in a variety of ways, written (e.g. marked up on assignments, through email or the VLE) or oral (e.g. as part of interactive teaching sessions or in office hours).

Indicative Reading

Note: Comprehensive and current reading lists are produced annually in the Course Syllabus or other documentation provided to students; the indicative reading list provided below is for a general guide and part of the approval/modification process only.

Porter, M. E.(1996) Competitive Strategy. The Free Press  

Whittington, R.,Regner,P.,Angwin.D.,Johnso,.G,.Scholes,K.(2022) Exploring Strategy (Text and Cases), 13th edition, Pearson. 

Journals

Students will be encouraged to keep up with business news through online journals about business, marketing, data, and finance.

Indicative Topics

Note: Comprehensive and current topics for courses are produced annually in the Course Syllabus or other documentation provided to students; the indicative topics provided below is used as a general guide and part of the approval/modification process only.

• Strategic Management theories
• Competitive advantage
• Strategy development and implementation
• Managing uncertainty
• Resource allocation
• Strategic action plans