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CM U120 - Managing Strategic Implementation in the Modern Corporation*,Q4 *NOT ESTABLISHED*

Faculty
Professor Marina Papanastassiou , Nick Pogrebnyakov, Professor Peter Ping Li
Course Coordinator
Professor Marina Papanastassiou
Prerequisite/progression of the course
no limitations
Course content, structure and teaching
This course enables the students’ strategic planning and evaluation management skills that allow them to develop realistic and detailed plans. The course will analyze and present new perspectives with respect to the strategy implementation process. The course highlights barriers as well as the enablers to strategy implementation. Special attention will be given to particular cases from specific industries.
Indicative Course Outline
Lecture 1
Analysis of course outline
Textbook: Chapter 1 “Strategic Management in a world turned upside down”, Chapter 2 “Implementing Strategic Plans through formalized goal setting” and Chapter 3 “Analyzing strategic activity”
Lecture 2
Textbook: Chapter 11 “Middle Management Resistance” and Chapter 16 “Teams in strategy implementation”
Lecture 3
Textbook: Chapter 8 “Leading and managing the uncertainty of strategic change”
Lecture 4
Textbook: Chapter 10 “The leadership of learning” and Case analysis (TBA)
Lecture 5
Textbook: Chapter 12 “Constraints on strategy implementation” and case presentation
Chapter 6
Textbook: Chapter 4 “Strategy implementation”
Teaching methods:
Lecture and seminar based with case studies presentation and active class participation. Upon completing the course, students will be able to:
  • Have a clear understanding of the core components of modern strategy implementation which include assessing information, Management by Objective, the role of middle-management, the role of teams and the role of leader.
  • Have updated understanding on the theoretical developments in strategy implementation which will serve as the source of knowledgeable and informed sustainable managerial solutions.
  • Stress the role of strategy implementation in times of crisis.
In this context the students should be able to:
  • Identify the current topics in the understanding of the modern strategy planning and evalution
  • Provide insights in the coexistence of cognitive and financial elements in strategic planning
  • Define the required theoretical\background that will support the analysis of the contemporary strategy implementation and review critically the existing literature
The course's development of personal competences
The student should learn to participate in an interactive class environment in a teamwork spirit. Manage time in an efficient way as the course may require spontaneous class work. Develop new ideas and implement them in the context of a project.
Learning Objectives
In order to achieve grade 12 in the take home project the student must critically analyse, integrate and synthesise the theoretical and empirical developments in assessing strategy implementation in the modern corporation by developing these hypotheses or research questions that will address future developments in the study of the strategy implementation and offer novel managerial propositions
Type of examination, exam aids and assessment
Individual take home 15 A4 page project, no oral examination: The individual take-home project attempts to assess the knowledge that students have accumulated during the course in understanding and critically analysing strategy process. The students could then choose from one of the topics developed in class and analyse it in the form of an essay. The choice of topics is not intended however to be limited by the content and quantity of lectures but the aim is that the training students received through the course will enable them to chose a topic of their interest. Students should have access to all library resources and have access to the use of a computer.
Recommended literature
Course material consists of the selected chapters of the recommended textbooks (see below) and a series of articles from leading academic journals such the Academy of Management Journal, Strategic Management Journal as well as professional journals such as The McKinsey Quarterly. Indicative readings include the following:
Course Main Textbook
  • Flood, P., Dromgoole, T., Carroll, S. and Gorman, L (2000) Managing Strategy Implementation, Blackwell Business, Oxford, UK.
  • Supplementary textbook
  • Max H. Bazerman; Don A. Moore (20008) Judgment in Managerial Decision Making, John Wiley & Sons, Edition 7th .
  • Other indicative literature:
  • Bryan, L. and Farrell, D. (2008) Leading through uncertainty, The McKinsey Quarterly , http://www.mckinseyquarterly.com/Leading_through_uncertainty_2263
  • Fox, S. and Amichai -Hamburger, Y. (2001) The power of emotional appeals in promoting organizational change programmes, Academy of Management Executive, 15, 4.
  • Boone, C., Van Olffen, W. and Van Witteioostuijn, A. (2005) team locus of control composition, leadership structure, information acquisition and financial performance: a business simulation study, Academy of Management Journal, 48,5, 889-909.

Last updated by The electives office 21/12/2009