Communication Protocol | My Assignment Tutor

Leeds Business School STRATEGY Corporate Strategy 2020/2021  Level H7 Semester 2 MODULE HANDBOOK Student name:  E-mail address Course                                                Group  Module tutor E-mail address Telephone number  Communication Protocol: module staff will reply to student questions within a reasonable time but this will normally be within office hours only.  Students are advised to check this Handbook and also to see if there are any online announcements or FAQ answers that deal with their enquiry before contacting staff. Contents Contents 1          What this Module is About                                                                                         3 1.1       Introduction                                                                                                                3 1.2.      Aim and Learning Outcome                                                                                        3 1.3       Module Content                                                                                                          3 1.5       Graduate Attributes Developed and Assessed                                                           4 2          Module Timetable                                                                                                      6 3          Key Resources to Support Learning                                                                           8 4          Learning (and Teaching)                                                                                             11 5          Assessment Summary                                                                                                 12 5.1       Assessment Details                                                                                                     12 5.2       Feedback                                                                                                                     13 6          Understanding Your Assessment Responsibilities                                                      14 Remember X-stream has now been renamed MyBeckett! 1          What this Module is about Introduction from the Module Leader Hello and Welcome to Corporate Strategy. This module is delivered across a wide range of programmes both on campus and overseas. As students you will come to this module from a wide range of courses and backgrounds. The module is an introduction to Corporate Strategy and does not assume any prior knowledge of the subject but the like any other PG module the pace of the module does move quickly so you will need to read on a weekly basis if you are to get the most from the module. I will put details of the module team on Blackboard along with their contact details. The module starts with the problem of trying to define Strategy before moving onto the look at a wide variety of issues such as power and politics, internationalisation and decision making. Dr. Pedro Pablo Cardoso Tel: 0113 812 4884 [email protected] Module Leader Drop in Time: TBC Module Aim and Learning Outcomes Learning OutcomesOn successful completion of this module, students should be able to:Learning outcome 1Critically evaluate and apply concepts, tools and techniques of strategic management.Learning outcome 2Critically analyse and evaluate the relationship between strategic objectives/intent and operational/resource planning in terms of successful strategic implementationLearning outcome 3Evaluate the impact of organisation culture, Politics, stake-holder influence, social responsibility and ethical issues on strategy formulation and the strategic decision-making process. Module ContentThe context and emergence of strategic thinkingRationality and IntuitionStrategy and Competitive Performance – Industrial organisation and external analysisResources and Knowledge – the role of  Strategy as Process and PracticeStrategists and TMT’sStrategic Decision MakingOrganisational Politics and StrategyInternational and Collaborative Strategies – Strategy and Globalisation Graduate Attributes Developed and Assessed Knowledge and understanding On completion of this module, you will have knowledge and understanding of: How to undertake a strategic analysisTraditional and contemporary perspectives on strategy and strategic thinkingThe problems of implementing and executing strategic decisions successfully. Cognitive skills On completion of the module, you will be able to: read material questioningly, identifying and recording key ideas and concepts strategic managementsynthesise material from a variety of sources, analysing and evaluating different perspectives, identifying biases and hidden assumptionsclassify, recognise and organise material in distinct and relevant categoriesConstruct, defend and evaluate an argument, using relevant evidence, giving reasons for conclusions. Practical and/or professional skills On completion of the module, you will be able to: transfer and use relevant key skills in the workplace contextUse the more specific knowledge, analytic skills and methods, rooted in the different disciplines as a strong basis for work in many professions. Key skills On completion of the module, you will be able to demonstrate the following skills: Communication select appropriate methods of communication for audience and purposeprepare materials which represent arguments diagrammaticallyplan and present materials clearly and sequentially in order to advance an argumentabilities to conduct research and present findings on strategic  issues Information technology make effective use of information and communication technologiesuse the internet to search for information in a planned, systematic and critical way Learning how to learn take responsibility for achieving a specified level of understanding and use various methods to confirm understandinguse library and information services, both physical and electronic, effectivelyeffective self-management in terms of time, planning and behaviour and demonstration of motivation, self-starting, individual initiative and enterpriseStudents are asked to submit seminar work for formative feedback in seminars. 2.     Module Timetable WEEKLECTURESEMINARREADINGDIRECTED STUDY AND ADDITIONAL RESOURCES1  An introduction to the Module, Module Team, Expectations, Assessment, Reading and Tutorials What do mean by Strategy – An introduction to Strategy: Where it comes from, Where it is and Where it is goingReview of tools for strategic analysis All students need to produce 500 words answering the question “What is Strategy” – Students will be expected to bring their work to the tutorial and discuss their definition and explanation.  Clegg ch 1 Henry ch 1  Porter, M.E. (1980) What is Strategy? Harvard Business Review, 74 (6), 61 – 78   Mintzberg, H. (1994). The Fall and Rise of Strategic Planning. Harvard Business Review, 72 (1), 107-14.   Seidl, D. (2007) General Strategy Concepts and the Ecology of Strategy Discourses: A Systemic  Discursive Perspective, Organization Studies, 28(2):197-2182Organisational Performance and Competitive AdvantagePIXAR case study –  Understanding, and exploiting the environment and timely decision making.Clegg ch 2 Henry ch 2 & 3   https://www.youtube.com/watch?v=mYF2_FBCvXw   Please watch the above Video as well as the reading for this week.Thomas, L.G. (2009) The Changing Nature of Competition in the US Manufacturing Sector, 1950 – 2002, 7:387 – 431   Agryres, N & McGahan, A.M (2002) Academy of Management Executive, 16 (2), 43-52.3The Role of Resources and Knowledge – Analysis and CritiqueFRUCO case study –  Understanding assess and strategic deployment in the face of competition.Clegg ch 3 Henry ch 4 & 5  Barney, J (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17 (1) , 99-120.   Prahalad, C.K. & Hamel, G (1990) The Core Competence of the Corporation. Harvard Business Review, 68 (3), 79-91.   Helfat, C.E & Peteraf, M.A. (2009) Understanding Dynamic Capabilities: Progress along a Developmental Path, Strategic Organization, 7: 91 – 102.4  Strategy and innovation Strategy as process and practiceCIRQUE DU SOLEIL Case Study: A critical assessment of the RBV.       SUBMISION OF THE FIRST COMPONENT NEXT WEEK!!!Clegg ch 6 Clegg ch 4 Henry chKamal Munir and Nelson Phillips (2005) The Birth of the ‘Kodak Moment’: Institutional Entrepreneurship and the Adoption of New Technologies, Organization Studies, 26(11): 1665-87   Dougherty, D (2004) Organizing Practices in Services: Capturing Practice Based Knowledge for Innovation, Strategic Organization, 2(1):35-64   Miles, R.E. et al (2007) The Ideology of Innovation, Strategic Organization, 5(4): 423 – 35. Ezzamel, M & Wilmott, H (2008) Strategy as  Discourse in a Global Retailer : A Supplement to Rationalist and Interpretative Accounts, Organization Studies, 29(2): 191-217   Jarzabkowski, P. (2004). Strategy as Practice: Recursiveness, Adaptation and Practice in Use, Organization Studies, 25(4):529 – 60   Chia, R. & MacKay, B.(2007)  Post Processual Challenges for the Emerging Strategy-as-Practice Perspective: Discovering Strategy in the Logic of Practice, Hyman Relations, 60 (1): 217 – 42.5Strategy, Governance, Financial Crisis and the Role  of StrategyMarks and Spencer: Boardroom Battles. Case Study.   SUBMISSION WEEK!!!Clegg ch 7 Henry ch 12  Carter, C. & Mueller, F (2002) The Long March of the Management Modernisers: Ritual Rhetoric and Rationality, Human Relations, 55(11): 1325 – 54.   Paroutis, S & Pettigrew, A. (2007) Strategizing in the Multi Business Firm: Strategy Teams at Multiple Levels and Over Time, Human Relations, 60(1): 91 – 135   MacClean, M., Harvey, C. and Chia R (2010) Dominant Corporate Agents and the Power Elite in France and Britain, Organization Studies, 31:327 – 48.6Decision MakingUN Climate SummitClegg ch 8 Henry ch 10Maielle, G. (2007) Counterfactuals, Superfactuals and the Problematic Relationship between Business Management and the Past, Management & Organizational History, 2, 275 – 94.   Toms, S & Beck, M (2007) The Limitations of Economic Counterfactuals: The Case of the Lancashire Textile Industry, Management & Organizational History, 2, 315 – 30.7Organizational Politics and StrategyTwelve Angry Men https://www.youtube.com/watch?v=RelOJfFIyp8   Damien McBride https://www.youtube.com/watch?v=VTPVnWJldnU   http://www.theguardian.com/politics/damian-mcbride   Class Discussion – What are Organisational Politics and why do they matter in Strategy Making.Clegg ch 9 Henry ch 11Farzad, R. et al (2007) A Dark Side of Institutional Entrepreneurship: Soccer Balls, Child Labour and Postcolonial Improvishment, Organization Studies, 28: 1065  –  77. Balls, Child Labour and Postcolonial Improvishment, Organization Studies, 28: 1065  –  77.8                           9International and Collaborative Strategies Globalization and StrategyRead the article by Chang & Rugman and discuss the case for against the following statement  ¬- “There is no such thing as a Global Company”  CASE STUDY = TEASERS                 TOTTO case study –  Patterns of internationalization/ motivations/ strategic advantages.Clegg ch 10 Henry ch 9                         Clegg ch 12 Henry ch 9Peng M.W and Pleggenkuhle-Miles, E.G (2009) Current Debates in Global Strategy, International Journal of Management Reviews, 11 (1): 51 – 68.   Thomas, H et al, Global Strategic Analysis – `Frameworks and Approaches, Academy of Management Executive, 1999, Vol 13, No 1.       Yip, George S., Global Strategy In a World of Nations?  Sloan Management Review, 31:1 (1989:Fall) p.29   Chang Hoon Oh & Rugman, A ( 2012 ), Regional integration and the international strategies of large European firms, International Business Review, Vol 21, 493 – 507. Galan, J.I & Sanchez-Bueno (2009) Strategy and Structure in Context: Universalism Versus Institutionalism Effects, Organization Studies, 30(6): 609-2710Final Assessment BriefingA final chance to ask questions about your assessmentModule Handbook, Assessment     This module has two core texts on which the all the module is structured around Books: Clegg, S et al (2011) Strategy: Theory and Practice, Sage, London (ISBN 978-1-84920-152-0) Henry, A.H. (2011) Understanding Strategic Management, Oxford University Press, Oxford (ISBN 978-0-19-958161-0) Additional readings: Porter, M.E. (1980) What is Strategy? Harvard Business Review, 74 (6), 61 – 78 Mintzberg, H. (1994). The Fall and Rise of Strategic Planning. Harvard Business Review, 72 (1), 107-14. Seidl, D. (2007) General Strategy Concepts and the Ecology of Strategy Discourses: A Systemic  Discursive Perspective, Organization Studies, 28(2):197-218 Thomas, L.G. (2009) The Changing Nature of Competition in the US Manufacturing Sector, 1950 – 2002, 7:387 – 431 Agryres, N & McGahan, A.M (2002) Academy of Management Executive, 16 (2), 43-52. Barney, J (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17 (1) , 99-120. Prahalad, C.K. & Hamel, G (1990) The Core Competence of the Corporation. Harvard Business Review, 68 (3), 79-91. Helfat, C.E & Peteraf, M.A. (2009) Understanding Dynamic Capabilities: Progress along a Developmental Path, Strategic Organization, 7: 91 – 102. Kamal Munir and Nelson Phillips (2005) The Birth of the ‘Kodak Moment’: Institutional Entrepreneurship and the Adoption of New Technologies, Organization Studies, 26(11): 1665-87 Dougherty, D (2004) Organizing Practices in Services: Capturing Practice Based Knowledge for Innovation, Strategic Organization, 2(1):35-64 Miles, R.E. et al (2007) The Ideology of Innovation, Strategic Organization, 5(4): 423 – 35. Ezzamel, M & Wilmott, H (2008) Strategy as  Discourse in a Global Retailer : A Supplement to Rationalist and Interpretative Accounts, Organization Studies, 29(2): 191-217 Jarzabkowski, P. (2004). Strategy as Practice: Recursiveness, Adaptation and Practice in Use, Organization Studies, 25(4):529 – 60 Chia, R. & MacKay, B.(2007)  Post Processual Challenges for the Emerging Strategy-as-Practice Perspective: Discovering Strategy in the Logic of Practice, Hyman Relations, 60 (1): 217 Carter, C. & Mueller, F (2002) The Long March of the Management Modernisers: Ritual Rhetoric and Rationality, Human Relations, 55(11): 1325 – 54. Paroutis, S & Pettigrew, A. (2007) Strategizing in the Multi Business Firm: Strategy Teams at Multiple Levels and Over Time, Human Relations, 60(1): 91 – 135 MacClean, M., Harvey, C. and Chia R (2010) Dominant Corporate Agents and the Power Elite in France and Britain, Organization Studies, 31:327 – 48. Maielle, G. (2007) Counterfactuals, Superfactuals and the Problematic Relationship between Business Management and the Past, Management & Organizational History, 2, 275 – 94. Toms, S & Beck, M (2007) The Limitations of Economic Counterfactuals: The Case of the Lancashire Textile Industry, Management & Organizational History, 2, 315 – 30. Farzad, R. et al (2007) A Dark Side of Institutional Entrepreneurship: Soccer Balls, Child Labour and Postcolonial Improvishment, Organization Studies, 28: 1065  –  77. Balls, Child Labour and Postcolonial Improvishment, Organization Studies, 28: 1065  –  77. Peng M.W and Pleggenkuhle-Miles, E.G (2009) Current Debates in Global Strategy, International Journal of Management Reviews, 11 (1): 51 – 68. Thomas, H et al, Global Strategic Analysis – `Frameworks and Approaches, Academy of Management Executive, 1999, Vol 13, No 1. Yip, George S., Global Strategy In a World of Nations?  Sloan Management Review, 31:1 (1989:Fall) p.29 Chang Hoon Oh & Rugman, A ( 2012 ), Regional integration and the international strategies of large European firms, International Business Review, Vol 21, 493 – 507. Galan, J.I & Sanchez-Bueno (2009) Strategy and Structure in Context: Universalism Versus Institutionalism Effects, Organization Studies, 30(6): 609-27 MyBeckett-Guide: The module is heavily integrated with the website and you will need to use it in order to participate in the teaching, learning and assessment. The first feature is the week by week learning resources.  Each weekly unit contains the following; •             A list of learning outcomes, i.e what you should be able to do by the end of the topic •             Skeleton Lecture note PowerPoint slides for making notes or using in the assessment •             A copy of the tutorial case study •             The tutorial questions (so you can start the work before your session) •             Useful internet links related to that week’s topic (updated weekly) •             Tutorial Blog from the tutors following on from each weeks tutorials about the key learning points and feedback on students’ performance, and indicative answers to the case problems •             Some relevant journal article on the topic. •On-line submission area- All students will be submitting their reports on-line via this MyBeckett site (no paper copies) There is also the area with the useful module resources •             This Module Guide and module workbook •             Teaching Scheme •             Full List of Weekly Learning outcomes •             Module Specification •             Useful weblinks Learning (and teaching) Teaching delivery consists of one hour lecture and a 2-hour tutorial. The lectures are designed to introduce and explain the relevant concepts. Hence the lecture notes provided are only a skeleton version with no examples and none of the other activities of the lecture such as videos, exercises, practical demonstration and quiz’s. This is to help you engage as much as possible with the content. The module team’s philosophy of learning about this subject is concerned with action learning, i.e learning from doing, solving real –life problems using the theory we are trying to teach you! It is about applying a range of concepts to corporate strategy to solve problems, evaluate situations and to make recommendations for improvements.  Many of the tutorials are taken from or are simulations of real-life scenarios corporate strategy, as a top manager would be doing this as part of their job The activity is structured around a corporate strategy topic each week. Learning outcomes outlined in this book and in  MyBeckett detailing what it is you should be able to do and understand for that topic, i.e what is the point of the learning activity. All these eventually match the learning outcomes for the whole module. The Lecture will introduce to some concepts for that topic and we will have some go at applying these in the lecture, using small tasks for example. The tutorials consist of a larger exercises and class discussions, which are usually based around a small case and requires you to DO SOMETHING! – The cases and questions are within the workbook so you can start working on them as soon as the lecture is finished in preparation for the class. You don’t have to do this, it is possible to undertake all the activity in the class, but it depends on how well you understand the material, and how well you want to perform in the assessment. Attendance is crucial to assessment performance, but the module team want to make the learning activities as interesting and engaging as possible. After the tutorial students are encouraged to read the tutorial blog- which is a summary by the module leader about the tutorial and the key learning points from each one, although you will have to attend for them to make sense. The blog can serve as a useful reminder later on in the semester, and we will be publishing indicative answers on the blog too. Not all the lectures are delivered in the class-room, the last two are delivered as drop-in sessions This is because they are about the assessment. We have done this over the last years and it is always well received by the students.  We can also respond and add resources based on your feedback as we get near the assessment- see MyBeckett for details… All disabled students requiring additional support or alternative arrangements must declare and provide evidence of their disability to the Disability and Advice Team as early as possible: https://www.leedsmet.ac.uk/studenthub/disability-services.htm.  Assessment Method:Weighting:Hand in date:Feedback Method:Feedback date:Coursework30%Week 5: 10/05/21  Feedback will be individual via Turnitin4 working weeks after the date of submissionCoursework70%Week12 :28/06/21Feedback will be individual via Turnitin4 working weeks after the date of submissionReassessment Method:Weighting:Hand in date:Feedback Method:Feedback date:1.30%TBCFeedback will be individual via Turnitin4 working weeks after the date of submission2.70%TBCFeedback will be individual via Turnitin4 working weeks after the date of submission 5.1 Assessment details Coursework Module TitleCorporate StrategyAssessment TitleCase Study EvaluationIndividual/GroupIndividualWeightingComponent 1 =  30% & Component 2 =  70%Latest Hand in DateComponent 1: Week 5: 10/05/21 Component 2: Week 12: 28/06/21  Learning Outcomes AssessedAll Student Instructions for Submission of Coursework This module requires you to submit your work on-line. You MUST submit your work through MyBecket using the link set up by the tutor. Receipt of your work will be recorded.  Where your tutor requires you to submit work using Turnitin (a worldwide text-matching service), you can then use this to help check your referencing.  You can then revise, re-check and resubmit your work right up to the submission date and time.  To make use of this checking service you must submit your work early. Please note: Tutors will follow up any suspected plagiarism and unfair practice found after the submission date as per University policy. Late penalties will apply as per University regulations. Assessment Details The assessment and marking criteria will be available on your Corporate Strategy Blackboard module. You will be notified when this is available via the lecture Programme and announcements via Blackboard. Particular Instructions to Students: Please read carefully the assessment and marking criteria overleaf: Course Title Module TitleCorporate StrategyLevelH7Assessment Title Weighted:C1:30%  / C2:70% Criteria & WeightingDistinctionMeritPassFailCritically evaluate and apply concepts, tools and techniques of strategic management.The student will demonstrate an excellent grasp of the theories and concepts.  There will be clear understanding of the value of the concept/theory in this situation.   There will be abundant evidence of wide reading, research and good critical evaluation of concepts/theories around the issuesThe student will demonstrate a good grasp of the concepts/theories.   Most of the relevant information is accurately presented and critically deployed with evidence of reading, research and critical evaluation of concepts/theories.The work will have no major factual errors.  The student will have demonstrated adequate/some understanding of the theories and concepts.  Fair/some evidence of reading, research and critical evaluation of concepts/theories is provided.There will be major errors, inaccuracies and/or omissions.   Significant aspects of the theories/concepts will be missing or misunderstood.  Poor or no evidence or reading, research and critical evaluation of concepts/theories is provided.Critically analyse and evaluate the relationship between strategic objectives/intent and operational/resource planning in terms of successful strategic implementationAll of the major issues and some less obvious ones will have been identified.  The analysis of the case organisation will be thorough and comprehensive, and there will be an outstanding integration of theory and practice. All of the major issues will be identified.   Analysis of the case will be thorough and there will be good integration of theory and practice. Most/some of the Mayor issues will be identified. Fair/superficial analysis of the case organisation only identifying the obvious issues.  There will be (some) evidence of the ability to relate the theories and concepts to the case. There will be little/no evidence that the theory/concepts have been applied to the case organisation / situation being analysed.   Analysis will be superficial, mostly descriptive, with major issues being missed. Evaluate the impact of organisation culture, Politics, stake-holder influence, social responsibility and ethical issues on strategy formulation and the strategic decision-making process.Conclusions (poster /  Component 1) or Recommendations (final report – Component 2) will be comprehensive, and clearly demonstrate the integration of theory and practice. Conclusions (poster /  Component 1) or Recommendations (final report – Component 2) relating to this will be appropriate, accurate, specific and justifiable – well supported by evidence and critical analysisConclusions (poster /  Component 1) or Recommendations (final report – Component 2) will clearly derive from the analysis and the application of concepts/theories; The Conclusions (poster /  Component 1) or Recommendations (final report – Component 2)  will be adequate, supported by good evidence and critical analysis.The Conclusions (poster /  Component 1) or Recommendations (final report – Component 2) made will be practical. Consideration will have been given to the problems of implementation. (Some) evidence and analysis is provided to support the Conclusions (poster /  Component 1) or Recommendations (final report – Component 2)Conclusions (poster /  Component 1) or Recommendations (final report – Component 2) will be vague, general, based on ‘common sense’. Poor or no evidence/analysis supports the Conclusions (poster /  Component 1) or Recommendations (final report – Component 2)     Mark Range100-7069-6050-4039 > 5.2. Summative Feedback Date generic feedback will be available:  Component 1: Semester 2: Week 9: 07/06/21 Component 2: Semester 2: Week 16: 26/07/21How generic feedback will be returned to you:There will be generic feedback from the module leader in MyBeckettDate provisional mark will be available4 working weeks from SubmissionHow provisional marks will be returned to you:Via MyBeckettDate individual feedback will available4 working weeks from SubmissionHow individual feedback will be returned to you:Feedback is available in a hierarchy depending on your needs. Secondly, as well as your mark each report will have a marking rubric filled in, indicating how YOU performed against the assessment criteria and marking scheme for each question, and some general summary comments from the marker on your report as a whole. You can access these by returning to the point at which you submitted them in MyBeckett If you wish you can also request ‘on demand’ individual feedback on your report from your tutor. The tutor will, based on their predetermined preferred channel; either arrange an appointment or issue a more detailed typed response about your work.  6. Understanding Your Assessment Responsibilities Mitigation and Extenuating Circumstances If you are experiencing problems which are adversely affecting your ability to study (called ‘extenuating circumstances’), then you can apply for mitigation. You can find full details of how to apply for mitigation at: http://www.leedsmet.ac.uk/studenthub/mitigation.htm Late Submission Without any form of extenuating circumstances, standard penalties apply for late submission of assessed work. These range from 5% to 100% of the possible total mark, depending on the number of days late.  Full details (section C1.5.7) of the penalties for late submission of course work are available at: http://www.leedsmet.ac.uk/about/files/C1_Assessment_-_General_Provisions.pdf Academic Misconduct Academic misconduct occurs when you yourself have not done the work that you submit. It may include cheating, plagiarism and other forms of unfair practice. What is and what is not permitted is clearly explained in The Little Book of Cheating, Plagiarism and Unfair Practice, available at: http://www.leedsmet.ac.uk/studenthub/plagiarism.htm The serious consequences of plagiarism and other types of unfair practice are detailed in section C9 of the Academic Regulations at: http://www.leedsmet.ac.uk/about/academic-regulations.htm  

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