MBA Core Module
The Strategic Manager
MODULE HANDBOOK
SESSION 2025-26
T1, 2 and 3: Module Code BUSN11143
SCQF Level 11: 20 CREDIT POINTS
Module Coordinator: Dr. Bobby Mackie
[Link]@[Link]
SECTION 1: INTRODUCTION
This module considers the role of managers in shaping and crafting strategy.
Students will develop knowledge of strategy and strategic management, and explore
the process of strategy development and how organisations might respond to factors
that influence their intended strategies.
SECTION 2: AIMS OF THE MODULE
This module is designed to introduce students to the ‘real world’ of the ways in which
organisations (public, private and not-for-profit) monitor the extent to which there are
achieving their strategic and operational aspirations. It examines the ways in which the
main elements of organisational performance management have been implemented
within a range of organisations, and the principal challenges and issues facing
managers in managing organisational performance. The module is designed to enable
students to develop their knowledge of the theoretical and conceptual elements of
organisational performance management through an engagement with contemporary
management practice.
In order to achieve this there must be an underpinning of knowledge on the theory and
practice of organizational performance management drawing on inputs from operations,
finance. marketing and human resource management.
SECTION 3: LEARNING OUTCOMES
On successful completion of this module the student will be able to:
L1. Develop a critical knowledge of strategy and strategic management
L2. Critically evaluate the influences on organisational strategy development
L3. Develop organisational strategies that take cognisance of internal and external
influences and acknowledge the complexities and ambiguities surrounding such
decisions
L4. Critically reflect on the role of leadership in strategic change and strategy
implementation
SECTION 4: PERSONAL TRANSFERABLE SKILLS
In addition to the attainment of the learning outcomes student will develop personal
transferable skills in teamwork, report writing, oral presentations, essay writing, web-
based research and general research techniques. Further details are contained in
the following extract from the module descriptor.
Employability Skills and Personal Development Planning (PDP) Skills
During completion of this module, there will be an opportunity to
SCQF Headings
achieve core skills in:
Knowledge and SCQF Level 11.
Understanding (K and A broad and integrated knowledge of the main areas of strategic
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U) management
A critical understanding of the theories and principles of strategic
management
Extensive and critical knowledge of some specialised areas of strategic
management
Practice: Applied SCQF Level 11.
Knowledge and Using a range of skills and techniques as appropriate to the discipline
Understanding
Applying a range of techniques of enquiry and research
Planning and executing the analysis and presentation of the findings of
a case study
Generic Cognitive SCQF Level 11.
skills SCQF Level 11.
Applying critical analysis and evaluation to some issues in strategic
management
Identifying, abstracting, responding creatively to theoretical and
practical issues in strategic management
Critically reviewing and extending knowledge; and making informed
judgements when information is inconsistent or incomplete
Communication, ICT SCQF Level 11.
and Numeracy Skills
Communicating effectively to a range of audiences, including peers
and tutors
Using a wide range of software packages to support and enhance
learning
Critically evaluating a wide range of numerical and graphical data as
appropriate
Autonomy, SCQF Level 11.
Accountability and Exercising substantial autonomy and initiative in studies
Working with others
Taking responsibility for own work and the work of others in group work
Dealing with complex ethical issues raised in strategic management
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SECTION 5: SYLLABUS
The Strategic Manager
Content – strategy, strategic management, factors influencing strategy
development and implementation.
The topics cover a number of areas such as the role and tasks of top
management, the nature of strategic management, strategic change and
decisions, business policy, organisational analysis, competitive position,
SWOT analysis, value chain analysis, comparative analysis, resource led
strategy examining the role of people, technology and information
management on strategy. Social and political influence, organisational
objectives, power. Strategic choice, generic strategies, strategy
development, techniques and approaches to strategy evaluation. Strategy
implementation, planning and resource allocation. Role of organisation
structure, systems and culture . Managing strategic change. Strategic
leadership.
SECTION 6: RECOMMENDED READING
There are numerous textbooks, which support this particular module, and they can
be located in the Library in the Dewey Decimal System section 658. You are also
recommended to read appropriate journals, which address strategy implementation,
and performance management. There are particularly useful contemporary
publications which you should have at your disposal, these are:
The following materials form essential underpinning for the module content and
ultimately for the learning outcomes:
Thompson, J. L., Martin, F. and Scott, J. (2022) Strategic Management: Awareness
and Change, 10th Ed; Andover, Hampshire: Cengage Learning EMEA
Additional Recommended Reading:
Johnson, G., Scholes. K., Angwin, D., Regner, P. and Whittington. R. (2020).
Fundamentals of Strategy: Text and cases, 5th Ed, Harlow: Pearson.
Grant, R., (2021). Contemporary Strategy Analysis, 11th ed; Chichester: Wiley
Tyagi, R.K. and Gupta, P.K. (2009) A Complete and Balanced Service Scorecard:
Creating Value Through Sustained Performance Improvement. Essex: Financial
Times Press
Mackie, R. (2008), Organisational Performance Management in a Government
Context: A Literature Review, Edinburgh, Scottish Government Social Research
(web publication at: [Link]/Resource/Doc/236340/[Link])
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Students will have access to UWS library facilities so that core texts will be
supplemented by case studies, academic journal articles and bespoke on-line
resources.
The Online World Site contains a range of supplementary reading which you should
access on a weekly basis.
Summaries, detailed notes and back-up material for lectures will be provided on the
module’s Online World site where there will also be information on further reading and
links to contemporary sites.
Academic Journals - these are published several times a year. Some deal exclusively
with strategic management, while others contain articles on areas covered in the
module syllabus. There are a large number of journals on public administration,
government and politics which will, from time to time, contain articles on aspects of
public sector management.
SECTION 7: LEARNING AND TEACHING STRATEGY
The module will run in Trimesters 1, 2 and 3 and the learning modes will be a
combination of formal lectures, case studies, student centred seminars and directed
learning. The module will also run using a blended learning and distance learning
format.
Lectures provide a basic framework for imparting knowledge that can be used as a
foundation for developing understanding. The Lecture Schedule provides a detailed
breakdown of the topics covered.
SECTION 8: MODULE ASSESSMENT
Introduction
There are two summative instruments of assessment for this 20-point post-graduate
module:
1. Individual Essay: Week 7 (30%)
2. Consultancy Case Study Report: Week 12 (70%)
Details of this session’s Individual Essay and Consultancy Case Study are located on
Aula.
The Strategic Manager Assignment 1 Individual Essay (1500 words) (30%)
The assignment must be submitted via the Turnitin option on Aula no later than
TBC. Answer the following question in a 1500-word essay supported by a
range of academic citations from textbooks, reports and academic journal
articles with examples from contemporary organisational practices.
What is strategy, who is involved and why should all organisations have a
strategy?
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Consider the writing of theorists such as Chandler (1963), Porter (1996) Mintzberg
(2007) Drucker (1994) and others.
Structure the essays as follows:
Introduction (10%)
Demonstration of Knowledge (40%)
Development of the answer in response to the question with examples from
contemporary organisational practices(25%)
Conclusion 15%
Presentation and References (10%)
The Strategic Manager Consultancy Case Study (2500 words) (70%)
Using an organisation approved by your Tutor, write a strategic analysis in the
form of a management consultancy report using the following structural
guideline:
Grading Elements Weightings
Position Statement and Introduction to Case Study Organisation (10%)
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Vision Mission and Objectives (5%)
Internal Analysis (5%)
External Analysis (5%)
Portfolio Analysis (5%)
Strategic Issues (5%)
Strategic Options Appraisal (5%)
Implementation Issues (5%)
Measuring and Monitoring Performance (Organisational Performance Management)
(10%)
Corporate Social Responsibility and Sustainability (5%)
Strategic Leadership and Strategic Change (10%)
Strategic Recommendations (20%)
Presentation and Referencing (10%)
The Strategic Manager Consultancy Case Study must be submitted using the
Turnitin option on aula by TBC.
The submission dates are fixed and extensions will not be granted unless there are
exceptional personal circumstances (not ‘pressure of work’) or medical reasons
(supported by a medical certificate). Under such circumstances you should contact
the module coordinator before the deadline for the submission in order to ascertain
whether or not an extension is possible. Students who have not been granted an
extension and who submit their assignments late will have a zero mark recorded on
accordance with University regulations.
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SECTION 9: LEARNING SCHEDULE
Lanarkshire
Topic 1 17/9/24 Module Overview and the Strategic Management Process
Dr. Nkanta
Topic 2 24/9/24 Defining Strategy: Position statements and Strategic
Aspirations
Dr. Nkanta
Topic 3 1/10/24 Environmental Scanning and Industry Analysis
Dr. Nkanta
Topic 4 8/10/24 Internal and Portfolio Analysis
Dr. Nkanta
Topic 5 15/10/24 Strategy Formulation Implementation and Evaluation
Dr. Nkanta
Topic 6 22/10/24 Organisational Performance Management
Dr. Mackie
Topic 7 29/10/24 The Balanced Scorecard
Dr. Mackie
Topic 8 5/11/24 Key Performance Indicators
Dr. Mackie
Topic 9 12/11/24 Strategic Change Organisation Development and Corporate
Social Responsibility
Dr. Burnett
Topic 10 19/11/24 Strategic Leadership Engagement and Talent Management
Dr. Burnett
Dr. Bobby Mackie
[Link]@[Link]
September 2025