MSc Business Analysis and Strategic Management
Year of entry: 2022
- View tabs
- View full page
Course unit details:
Configuration of Companies for Capability Building
|Unit level||FHEQ level 7 – master's degree or fourth year of an integrated master's degree|
|Teaching period(s)||Semester 2|
|Offered by||Alliance Manchester Business School|
|Available as a free choice unit?||No|
Strategic management is about effecting change, and satisfying the dominant stakeholders. Much business analysis goes into justifying why one should want to pursue some particular set of future changes, but often very little into the feasibility of the implementation, and hence neglecting the complexity of the organisational contexts. To avoid this threat, it would require the understanding of the dynamic processes that create capabilities and how these capabilities are utilised. The unit focuses on the theoretical underpinnings of capabilities, and the ways in which these could be communicated either to an external or an internal client.
The central aim of the unit is to increase students’ awareness of the interdependencies among design, processes, interests, and external influences, and by this the co-ordination and control function in strategic management to build competitive competencies.
• developing students’ understanding organisation theory and practice,
• diagnose different needs in a business organisation in the contexts of business problems, and understand their relationships to organisational capabilities
• enhancing students’ skills in applying theoretical constructs in assessing cases and developing recommendations.
Students will be able to:
• understand the different ways in which interests and processes are co-ordinated and controlled in a business organisation through formal (such as organisational structures and reporting lines) and informal (individual and group processes, authority relations) means;
• apply analytical frameworks to evaluate organisational capabilities in the contexts of organisational complexity, strategy, and external environment;
• outline strategies for more effective ways of utilising organisational capabilities, in the contexts of interdependencies, now and in the future;
• develop means to communicate these strategies to the key stakeholders.
Individual assignment 2,500 words (60%)
Group assignment (40%) 6,000 words
Group assignment: groups (of 4 students) will work on a case study in which the firm develops new capabilities for a changed business environment. The cases will be large firms that use internal entrepreneurship to achieve the aim. The groups will work on the cases in three stages - in each stage the students will an informal discussion with the tutor, and will receive feedback. The final output will be a 6,000 word assignment in the format of a business report.
The individual assignment (2,500 words) will be around a case study. The organisation in the case study must go through a major change or the student should show that the change is necessary. Students will have to identify the key forces of change in the case. Identify the key forces of resistance to change, and verify it from the design of the organisation. Students are not required to submit recommendations. Students can discuss your chosen company with the tutor.
Verbal feedback during sessions, written feedback to assessed assignments.
Informal advice and discussion during lectures, seminars,
Responses to student emails and one to one meetings.
Written comments on assessed coursework.
|Scheduled activity hours|
|Independent study hours|
|William II-Kuk Kang||Unit coordinator|
|Laszlo Czaban||Unit coordinator|
Informal contact methods
Peer assisted study sessions
Drop in sugeries (extra help sessions for students on material they may be struggling with)