Advanced Strategic Management

Course content

The idea of the course is to provide students with an understanding of how managers make decision and how strategy evolves in different types of companies and contexts as for instance in organizations located in a dynamic and complex environment facing genuine uncertainty. A further idea is to make the students aware of not only the economic but also the political, social, and psychological aspect of managing an organization and how these aspects affect the development of strategies in organizations both in the private and public sector.

First, we look at different perspectives on strategy, management and organization, including the different elements of an organization and its context (environment) as well as on how organizations are structured depending on the context in which they operate.

This is the starting point of a more detailed presentation and discussion of five different organizational archetypes: The entrepreneurial organization; the large mature/older production/service company; the expert organization, the innovative organization; and the divisional form. For each of these archetypes we go in depth on how the organization is structured, how it is managed, how we work with and develop strategies within it, and what specific problems and opportunities each of them contain. Finally, we will for each of the five archetypes investigate the business model (business logic) it is built upon. This part of the course concludes with an overview of how the organizational archetypes evolve over time from one archetype to another archetype as the organization grows and matures.

In the third part of the course, we look at a number of forces which determine and influence the development of strategies in organizations. Here we look at how companies can handle the uncertainty associated with the development of new technologies, the emergence of new values ​​/ norms and globalization and the management of strategic alliances, etc. In addition, we also look at how intended and emergent strategies develop over time and how we can organize and manage strategic change processes.

The course provides a comprehensive tool for diagnosing an organization, as a manager, a consultant, or as a job seekers, and up front know the kind of opportunities and challenges this organization typically is faced with concerning leadership, strategy and organizing.

Learning outcome

In order to acquire the mark 12 within the course Advanced Strategic Management the student must demonstrate:

Knowledge:

  • A deep theoretical knowledge concerning strategy, organisation and management and how they are influenced by different organizational contexts
  • An  understanding of different organisational archetypes and how they function
  • Knowledge concerning different forces including technology, globalization, collaboration and values that affect organizations
  • A deep understanding of different ways of organize strategy development processes

 

Skills:

  • An ability to diagnose the archetype or archetypes of an organization
  • An ability to diagnose the managerial challenges of an organization
  • An ability to diagnose the strategic challenges of an organization

 

Competences:

  • Competences to identify, evaluate and discuss strategic, organizational and managerial issues within case organizations by applying the diagnosing tools, terms and models from the course
  • Skills to develop a specific implementation plan for how to work with and organize strategic management and other managerial topics in different organizational contexts
  • A skill to evaluate what could be the strategic future development direction for an organization given its present context

 

The course provide the students with a competence in analysing the circumstances under which business strategies are developed and implemented as well as competences in organizing strategy development processes and decision-making in different types of organizations and environment. The course apply to student who see themselves in a job position as a management consultant, a secretary to the board of managers, and future managers who would like to work with business strategies in private and public organizations.

The teaching is a combination of dialog lectures, small group work during classis including both discussions and presentations, and student presentations. It is a precondition that student have read the texts and cases before each class and that they are willing to present texts and cases to the class.

H. Mintzberg, J. Lampel, J.B.Quinn & S. Ghoshal: “The Strategy Process – Concepts, Contexts, Cases” Fifth Edition, Pearson Education 2014.

 ISBN 978-0-273-71628-0

In order to follow the course students must have attended a basic course in Strategic Management or be willing to make themselves familiar with all the classical and modern concepts within this area.

Remarks

Schedule:
3 hours lectures a week from week 6 to 20 (except holidays).


Timetable and venue:
The schedule for the semester spring 2018 will be available no later than 7th of November 2017

ECTS
7,5 ECTS
Type of assessment
Oral examination, 20 min. under invigilation
Written assignment
The exam is an individually oral examination without preparation, defending a written paper of 3-4 pages. The final mark for the course is a holistic evaluation of both the paper and the oral exam.
The exam must be answered in English (both paper and oral exam).
Aid
Only certain aids allowed

For the paper all aids are allowed.

At the oral examination the paper and some slides of the case is allowed as aid.

Marking scale
7-point grading scale
Censorship form
External censorship
if chosen by the Head of Studies.
Criteria for exam assessment

In order to acquire the mark 12 within the course Advanced Strategic Management the student must demonstrate:

Knowledge:

  • A deep theoretical knowledge concerning strategy, organisation and management and how they are influenced by different organizational contexts
  • An  understanding of different organisational archetypes and how they function
  • Knowledge concerning different forces including technology, globalization, collaboration and values that affect organizations
  • A deep understanding of different ways of organize strategy development processes

 

Skills:

  • An ability to diagnose the archetype or archetypes of an organization
  • An ability to diagnose the managerial challenges of an organization
  • An ability to diagnose the strategic challenges of an organization

 

Competences:

  • Competences to identify, evaluate and discuss strategic, organizational and managerial issues within case organizations by applying the diagnosing tools, terms and models from the course
  • Skills to develop a specific implementation plan for how to work with and organize strategic management and other managerial topics in different organizational contexts
  • A skill to evaluate what could be the strategic future development direction for an organization given its present context

 

Single subject courses (day)

  • Category
  • Hours
  • Lectures
  • 42
  • Preparation
  • 102,7
  • Project work
  • 60
  • Guidance
  • 1
  • Exam
  • 0,3
  • English
  • 206,0