MNM2STR: Strategy

Module code: MNM2STR

Module provider: International Business and Strategy; Henley Business School

Credits: 15

Level: 7

When you'll be taught: Full year

Module convenor: Professor Marc Day, email: marc.day@henley.ac.uk

Pre-requisite module(s):

Co-requisite module(s):

Pre-requisite or Co-requisite module(s):

Module(s) excluded:

Placement information: No placement specified

Academic year: 2024/5

Available to visiting students: No

Talis reading list:

Last updated: 19 November 2024

Overview

Module aims and purpose

The module enables practising managers to: 

• Develop an understanding of current thinking and approaches to strategy and the field of strategic management 
• Think strategically and apply this to analysis and sense making of their organisation and its context 
• Demonstrate competence by identifying relevant issues and develop managerial insight through sensitive applications of appropriate tools of strategic analysis; to ‘think organisationally’ and address complex managerial challenges 
• Demonstrate knowledge, understanding and competence in advanced strategic analysis, strategic options formation, and critical evaluation of options within a strategic context.

Module learning outcomes

By the end of the module the expectation of students will be to: 
Understand and apply the contents of a strategic thinking process to their context

These outcomes are achieved through the acquisition of high levels of cognition, understanding and intellectual skills. They will help programme members to develop and demonstrate personal and team competence and behaviours expected at a senior executive level within an organisation 

Assessable learning outcomes: 

• assess in detail how the organisation’s internal value-creating resources create a sustainable strategic advantage 
• demonstrate high level abilities and skills in strategic thinking, strategic analysis, synthesis and generation of insight for shrewd strategic decision-making 
• demonstrate skill in applying the core elements of strategy taking into consideration the central role that the concept ‘value’ plays in strategy; demonstrate how organisations sustain superior performance by virtue of their ability to conceive and create a meaningful offer to stakeholders 
• analyse and understand the organisation and its external competitive environment using a holistic strategic perspective – where opportunities for value creation exist, or alternatively, dangers to the firm’s competitive position 
• identify and evaluate appropriate strategic options, assess their impact on the organisation’s strategic position and choose a direction to support future performance 

Module content

1. Defining strategy 
2. Strategic thinking and the value proposition 
3. The organisation’s external context 
4. Organisational resources and capabilities 
5. Strategy dynamics 
6. Appraising the value proposition 
7. Strategic options and evaluation 
8. Strategic contexts

Structure

Teaching and learning methods

Pre-work (reading & reflection), then workshop, with follow-on support and self-supported module learning (Canvas and wider reading).

Study hours

At least At least [14] hours of scheduled teaching and learning activities will be delivered in person, with the remaining hours for scheduled and self-scheduled teaching and learning activities delivered either in person or online. You will receive further details about how these hours will be delivered before the start of the module. Please note that the hours listed below are indicative and for guidance purposes only hours of scheduled teaching and learning activities will be delivered in person, with the remaining hours for scheduled and self-scheduled teaching and learning activities delivered either in person or online. You will receive further details about how these hours will be delivered before the start of the module.

Please note the independent study hours above are notional numbers of hours; each student will approach studying in different ways. We would advise you to reflect on your learning and the number of hours you are allocating to these tasks.

Semester 1 The hours in this column may include hours during the Christmas holiday period.

Semester 2 The hours in this column may include hours during the Easter holiday period.

Summer The hours in this column will take place during the summer holidays and may be at the start and/or end of the module.

Assessment

Requirements for a pass

Students need to achieve an overall module mark of 50% to pass this module.

Summative assessment

Penalties for late submission of summative assessment

This module is subject to the Penalties for late submission for Postgraduate Flexible programmes policy, which can be found at:

/cqsd/-/media/project/functions/cqsd/documents/qap/penaltiesforlatesubmissionpgflexible.pdf

The Module Convenor will apply the following penalties to work submitted late:

• where the piece of work is submitted up to one calendar month after the original deadline (or any formally agreed extension to the deadline): 10% of the total marks available for that piece of work will be deducted from the mark; 
• where the piece of work is submitted more than one calendar month after the original deadline (or any formally agreed extension to the deadline): a mark of zero will be recorded.

You are strongly advised to ensure that coursework is submitted by the relevant deadline. You should note that it is advisable to submit work in an unfinished state rather than to fail to submit any work.

Formative assessment

Formative assessment is any task or activity which creates feedback (or feedforward) for you about your learning, but which does not contribute towards your overall module mark.

Reassessment

Additional costs