香港六合彩挂牌资料

Overview

Introducing strategy and strategic management elements: The environmental analysis tools and frameworks: PESTEL framework, Five forces framework, strategic capability, critical success factors, competences, SWOT analysis Corporate-level strategy: the corporate parent, the corporate rationale, the corporate portfolio, corporate diversity. Business-level strategy: bases of competitive advantage, sustaining competitive advantage, competitive strategy Strategic options. Strategic methods: Directions for strategy development, product/market development, diversification, methods of strategy development, internal development, mergers and acquisitions, joint developments, success criteria. International strategy: motive and drivers for internationalisation, international markets, entry modes to the international markets. Evaluating strategy: strategic controls, SAFe criteria. Strategy and structure: structural types, processes, relationships and boundaries, strategic planning, strategic control, managing the resources, integrating resources. Managing strategic change, levers for managing strategic change and strategic leadership. Course review.

Introducing strategy and strategic management elements; The environmental analysis tools and frameworks: PESTEL framework, Five forces framework, strategic capability, critical success factors, competences, SWOT analysis; Corporate-level strategy: the corporate parent, the corporate rationale, the corporate portfolio, corporate diversity. Business-level strategy: bases of competitive advantage, sustaining competitive advantage, competitive strategy Strategic options. Strategic methods: Directions for strategy development, product/market development, diversification, methods of strategy development, internal development, mergers and acquisitions, joint developments, success criteria. International strategy: motive and drivers for internationalisation, international markets, entry modes to the international markets. Evaluating strategy: strategic controls, SAFe criteria. Strategy and structure: structural types, processes, relationships and boundaries, strategic planning, strategic control, managing the resources, integrating resources. Managing strategic change, levers for managing strategic change and strategic leadership. Course review.

Assessment Strategy

Marking criteria

Threshold: D- to D+ (40-49%): No major omissions or inaccuracies in the deployment of information/skills. Some grasp of theoretical/conceptual/practical elements. Integration of theory/practice/information present intermittently in pursuit of the assessed work's objectives.

Good: C- to C+ (50-59%): Much of the relevant information and skills mostly accurately deployed. Adequate grasp of theoretical/conceptual/practical elements. Fair integration of theory/practice/information in the pursuit of the assessed work's objectives. Some evidence of the use of creative and reflective skills.

Very good B- to B+ (60-69%): Most of the relevant information accurately deployed. Good grasp of theoretical/conceptual/practical elements. Good integration of theory/practice/information in pursuit of the assessed work's objectives. Evidence of the use of creative and reflective skills.

Excellent: A- to A* (70% +): Outstanding performance. The relevant information accurately deployed. Excellent grasp of theoretical/conceptual/practice elements. Good integration of theory/practice/information in pursuit of the assessed work's objectives. Strong evidence of the use of creative and reflective skills.

Learning Outcomes

• Analyse systematically an organisation鈥檚 strengths and weaknesses and the environmental opportunities and threats.

• Appreciate the role of strategy in managing complexity and competition.

• Critically appraise the evaluation and implementation of strategy

• Demonstrate an ability to place organisational processes in the context of strategic management.

• Discuss the strategic choices in corporate and business levels.

• Evaluate the organisation and its environment from an holistic perspective.