1. A 3000 word group based project focusing on the external environment, weighted at 40%. (assesses all learning outcomes)

2. An individual 4000 word (or equivalent) assignment (incorporating some group based research and analysis) on aspects of global strategic management, weighted at 60%. (assesses all learning outcomes)

It is required that no part of the assessment within the module falls below 30% (Grade Point 3). Any individual element that falls below 30% (Grade Point 3) will automatically be required to be re-sat and the maximum mark that can be achieved for the module will then be 50% (Grade Point 7R)

Global Strategic management involves a high level of integration of a number of business functions and policies to give overall coherence to organisational activities. This module provides a general grounding in the tools and processes of strategic analysis, evaluation and selection and introduces ideas about the path dependency of strategy. The module also develops and applies ideas of strategic management to multi-national organisations (MNEs). The nature of MNEs and the pattern and structure of global business is examined. It acts as a core integrative module, bringing together material from a number of disciplines as well as introducing students to new concepts from the subject areas of international business and operations management.

The following topics may be covered:
- Corporate and business strategy design frameworks in different contexts.
- The external environments of organisations, including the international/global business environment.
- Key issues in strategic management and international strategic management, including the globalisation of business and the impact of ICT and CSR on the formulation and implementation of strategy.
- Strategic positioning and the pursuit of competitive advantage, including the role of the corporate parent in adding value and managing synergies.
- Key aspects of national and international Operations Management including its relationship with organisational strategy
- Culture, both organisation culture and international cultures and their impact on strategic choices and strategy implementation.
- Strategic choice and implementation under different circumstances, including international strategic choices for multi-national enterprise.

Module learning hours are broken down into 48hrs of ‘scheduled learning and teaching activities’ comprising predominantly lectures/seminars/tutorials which take place during study days arranged at the start and periodically through the module, but may include some on-line activities. This is supported by 114hrs of ‘guided independent study’, comprising pre-reading ahead of study days, formative tasks submitted on-line, for review and feedback from the tutor and the student cohort, supplemented by additional directed reading, self-help tests and completion of assessment tasks/revision.

For the remainder of the learning hours students are expected to regularly engage with the learning material on Blackboard, by working through the material to reinforce the learning. Students will have additional support from the Module Tutor via email and/or phone.

-Case study materials from recommended textbooks and other sources, including journals and newspapers.
- Specified reading from recommended texts and journal articles.
- Materials for delivering presentations.
- Online resources.

Johnson, G., Whittington, R. and Scholes, K. (2011) Exploring Corporate Strategy: Text and Cases, 9th edition, Prentice Hall Europe.
Rugman, A. M. and Collinson, S. (2009) International Business, 5th edition, F T Prentice Hall.
Slack, N., Chambers, S., Johnston, R. (2009). Operations Management. 6th Edition. FT Prentice Hall, Harlow.
Stonehouse, G., Campbell, D., Hamill, J. and Purdie, T. (2004) Global and Transnational Business, 2nd edition, Wiley.

1. CRITICALLY UNDERSTAND STRATEGIC MANAGEMENT CONCEPTS, THEIR CONTRIBUTION TO ORGANISATIONAL PURPOSE AND DEVELOPMENT, AND HOW TO APPLY SUCH CONCEPTS IN AN INTERNATIONAL/GLOBAL CONTEXT. (Application, Knowledge & Understanding)
2. APPLY APPROPRIATE TECHNIQUES FOR STRATEGIC APPRAISAL AND EVALUATION OF STRATEGY OPTIONS FOR BOTH DOMESTIC AND GLOBAL BUSINESS. WILL ALSO BE ABLE TO DEMONSTRATE AN UNDERSTANDING OF THE PROBLEMS OF MAKING STRATEGIC CHOICES FROM LIMITED DATA AND THE LIMITATIONS OF MODEL DRIVEN ANALYSIS. (Analysis, Enquiry)
3. APPLY AND CRITICALLY ANALYSE KEY OPERATIONS MANAGEMENT PRINCIPLES, CONCEPTS, THEORIES AND MODELS IN BOTH SERVICE AND MANUFACTURING CONTEXTS AND SETTINGS (Analysis, Application)
4. RECOGNISE THE DIFFICULTIES ASSOCIATED WITH THE PLANNING AND IMPLEMENTATION OF STRATEGIES, AND THE PROBLEMS FOR ORGANISATIONS IN CHANGING INTERNAL BELIEFS AND PERCEPTIONS TO MAINTAIN A VIABLE FIT WITH A CHANGING, OFTEN GLOBAL, ENVIRONMENT. (Communication, Knowledge & Understanding, Problem Solving)