Teaching and Learning Plan: Your Postgraduate Programme Learning Goals

Teaching and Learning Plan
(Postgraduate)
Your Postgraduate Programme Learning Goals

At the end of your programme of study you will have achieved the following goals:
 Goal 1: To develop the skills necessary for employment and career progression
 Goal 2: Be culturally and ethically aware
 Goal 3: Have developed leadership and management capability
 Goal 4: Have developed and applied knowledge of international business and
management theory
 Goal 5: Have developed a range of research skills and project capabilities
All of the learning that takes place within modules is designed to enable you to achieve the above
goals and your assessment tasks are mapped directly to these goals as outlined in each
assessment brief.
OUTLINE STUDY PLAN

NX0474 – Strategic Management for Competitive Advantage
The module consists of six elements: Strategic Management overview, four functional areas (Finance,
Operations, Human Resources and Marketing) and the Business Simulation. There will be an
introductory lecture in Week 1 with the other classes starting in Week 2. The Business Simulation
(Business Game) starts mid-way through the semester, closely linked to the Strategic Management
overview.
Each lecture (L) and seminar (S) lasts for one hour.
HR Management
Management &
the Business
Management
Management
Management
Operations
Strategic
Marketing
Financial
Week
Simulation
L S L S L S L S L S
1 1/2
2 3/4 1 1 1 1 1
3 5/6 2 2 1 2 1 2 1 2 1
4 7/8 3 3 2 3 2 3 2 3 2
5 9 4 4 3 4 3 4 3 4 3
6 10/11 5 5 4 5 4 5 4 5 4
7 12/13 6 6 5 6 5 6 5 6 5
8 14/15 7 7 6 7 6 7 6 7 6
9 16/17 8 8 7 8 7 8 7 8 7
10 9 8 8 8 8
11 10
12 18 11
The detailed week-by-week content of the module is given in the following pages
STRATEGIC MANAGEMENT OVERVIEW AND THE BUSINESS SIMULATION
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Lecture Topics and Objectives Seminars (full details on Bb)

Lecture 1: Introduction to Module
 Understanding the structure of the module
 Knowing how the module will be assessed
 Understanding the competitive advantage
Reading:
Chapter 1 in Johnson, G., Whittington, R., Scholes, K., Angwin,
D., & RegnŽr, P. (2014). Exploring Strategy Text & Cases. 10th
Edition. Pearson Higher Ed.
Lecture 2: Business Models & The Business Plan

 Understanding the purpose of a business model
 Knowing the key elements of a business model
 Understanding the purpose of a business plan
 Knowing the key elements of a business plan
Lecture 3: The Business Environment 1 Seminar 1:

 Understanding the impact of the BE on company Servestal Case Study and questions - see Bb.
performance
 Understanding the concepts of sustainability, corporate Activity: Read the case study and be prepared to
sustainability and ethics discuss your answers to the accompanying questions
 Understanding how to analyse the BE
Reading:
Reading: Chapter 2 in Johnson, G., Whittington, R., Scholes,
Chapter 2 in Johnson, G., Whittington, R., Scholes, K., Angwin, K., Angwin, D., & RegnŽr, P. (2014). Exploring
D., & RegnŽr, P. (2014). Exploring Strategy Text & Cases. 10th Strategy Text & Cases. 10th Edition. Pearson Higher
Edition. Pearson Higher Ed. Ed.
Lecture 4: The Business Environment 2

 Evaluating the key factors in the BE
 Understanding the impact of complexity and change in the
BE
Reading:
Lecture 5: The Competitive Environment Seminar 2:

 Understanding the different forms of competition
 Evaluating the implications for the business plan Growth Strategy Case Study and questions - see Bb.
Activity: Read the case study and be prepared to

discuss your answers to the accompanying questions
Reading:
D., & RegnŽr, P. (2014). Exploring Strategy Text & Cases. 10th Reading:
Edition. Pearson Higher Ed. Chapter 7 in Johnson, G., Whittington, R., Scholes,
K., Angwin, D., & RegnŽr, P. (2014). Exploring
Strategy Text & Cases. 10th Edition. Pearson Higher
Ed.
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Lecture 6: Organisational Objectives

 Understanding the terms mission, vision and objectives for
a business
 Understanding the role of stakeholders in influencing
company objectives
 Understanding how sustainability, CSR and ethics may
affect organisational objectives
Reading:
Lecture 7: Competitive Strategy Seminar 3:

 Understanding the different approaches to defining
competitive strategy Organizational Objectives & Stakeholders Case
 Identifying strategies being used by different companies Study and questions - see Bb.
Reading: Activity: Read the case study and be prepared to

Edition. Pearson Higher Ed. Reading:
Chapter 4 in Johnson, G., Whittington, R., Scholes,
Ed.
Lecture 8: International Strategy

 Assess the internationalisation potential of different
markets.
 Identify sources of competitive advantage in international
strategy, through both exploitation of local factors and
global sourcing.
Reading:
Lecture 9: Introduction to the Business Simulation Seminar 4:

 Understanding what the Simulation entails
 Understanding the links with the rest of the module Encyclopaedia Case Study and questions - see Bb.
 Understanding the process of assessment
Activity: Read the case study and be prepared to
Reading:
Chapter 6 in Johnson, G., Whittington, R., Scholes,
Ed
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Lecture 10: Functional Strategy Seminar 5: Business Game

 Understanding how the strategies developed in the  Team Allocations
functional areas link to the overall business strategy  Further explanation of game
Reading:
D., & RegnŽr, P. (2014). Exploring Strategy Text & Cases. 10th Reading:
Edition. Pearson Higher Ed. Manuals and guidance materials on Blackboard filed
under the ‘Business Game’ folder.
Lecture 11: Strategic Capabilities 1

 Understanding the concept of strategic capability
 Understanding the importance of resources and
competencies
 Understanding the elements of a resource audit
 Understanding what is meant by threshold capabilities
Reading:
Lecture 12: Strategic Capabilities 2 Seminar 6: Business Game

 Understanding how to carry out a value chain analysis  Q&A
 Understanding how to diagnose strategic capabilities  Team discussions based on student research
Teams will have undertaken research using materials
Reading: made available from the Business Simulation ahead
Chapter 3 in Johnson, G., Whittington, R., Scholes, K., Angwin, of the seminar.
Edition. Pearson Higher Ed. Reading:
Manuals and guidance materials on Blackboard filed
under the ‘Business Game’ folder.
Lecture 13: Strategic Capabilities 3

 Understanding the link between capabilities and competitive
advantage
 Evaluating capabilities using the VRIN framework
Reading:
Lecture 14: Responsible Decision-making 1 Seminar 7: Business Game

 Understanding the unconscious decision biases that  Team Presentations 1
managers are subject to; These are based on ongoing inquiry and research,
 Understanding the context dependent nature of our the team business objectives and strategy.
decisions;
Reading:
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Lecture 15: Responsible Decision-making 2
 Exploring how to avoid bias in management decision

making situations.
 Exploring how to reduce bias in management decision
making situations.
Reading:
Lecture 16: Strategy and Innovation Seminar 8: Business Game

 Understanding different forms of innovation  Q&A
 Understanding the diffusion of innovation  Team discussions based on analysis of previous
round team performance and further research
 Understanding the risks of innovation
These are based on ongoing inquiry and research,
 Understanding how innovation is related to competitive alongside assessment of team performance both in
advantage absolute terms and against other new market
entrants.
Reading:
Lecture 17: Evaluating Company Performance

 Understanding how to measure success
 Understanding the Balanced Scorecard and its limitations
Reading:
Seminar 9: Business Game

 Team Presentations 2
alongside assessment of team performance both in
absolute terms and against other new market
entrants.
Seminar 10: Business Game

 Team Presentations 3
alongside assessment of team performance both in
absolute terms and against other new market
entrants.
Lecture 18: Assessment Lecture

 Understanding assignments B & C
 Understanding how to integrate taught theory into your
assignments.
Reading:
Assignment Brief found on the dedicated NX0474 blackboard
site under ‘Assessment’ (Left-hand menu).
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HUMAN RESOURCES MANAGEMENT
Lectures and Reading Seminars and Directed Study

Lecture 1: Understanding HR and its contribution to Seminar 1 Case Study and questions - see Bb.
Business Strategy Activity: Read the case study and be
How different business strategies could affect HR Management prepared to discuss your answers to the
approaches accompanying questions
Objectives
 To explore HR activities and the contribution of HR to
organisational success Directed Study:
 To consider how different business strategies could affect
Read the seminal and latest research articles
HR Management approaches
referenced on the HRM area of the BlackBoard site
 To identify the contribution that line managers/supervisors to address the question/s:
make to managing people in organisations
How might HRM contribute to strategic success?
Essential Reading:
What is ‘strategic HRM’ and why might HRM fail to
Chapters 1, 2 and 3 in Crawshaw, J.R., Budhwar, P.S. and be a strategic activity?
Davis, A. (eds.) (2017).
Lecture 2: Human Resource Planning and Measures Seminar 2 Case Study and questions - see Bb
How key HR measures can be used to influence managerial Activity Read the case study and be
actions prepared to discuss your answers to the
accompanying questions
Objectives
 To understand the HRM/D Cycle
 To understand the context and role of Human Resource Directed Study:
Planning Read the seminal and latest research articles
referenced on the HRM area of the BlackBoard site
 To critically evaluate the role of HRP in achieving
to address the question/s:
competitive advantage
Why employ people? Evaluate the advantages and
Essential Reading:
disadvantages of the ‘gig economy’ model of work.
Chapter 6 in Crawshaw, J.R., Budhwar, P.S. and Davis, A. (eds.)
(2017).
Lecture 3: Recruitment, Selection and Retention Seminar 3 Case Study and questions - see Bb
How different approaches to recruitment and retention of labour Activity: Read the case study and be
are affected by business strategy prepared to discuss and present your
answers in the seminar
Objectives
 To explore the concept of talent and why this is important
to organisations
 To develop the ability to manage the acquisition of new
labour
Directed Study:
 To explore the different ways people are selected and how
these could be improved Read the seminal and latest research articles
 Consider potential actions line managers can take to retain referenced on the HRM area of the BlackBoard site
talented employees to address the question/s:
Essential Reading: In view of the argument for intuition in selection,
evaluate more rigorous, or scientific, methods such
Chapter 7 in Crawshaw, J.R., Budhwar, P.S. and Davis, A. (eds.) as psychometrics and assessment centres.
(2017).
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Lecture 4: Compensation and Benefits Seminar 4 Case Study and questions - see Bb
How different pay and benefits packages can affect the Activity: Review the case study and both
management of talented employees sets of questions on compensating
Objectives employees and be prepared to discuss and
present your answers in the seminar
 To review the assumptions that underpin organisational
reward practices
 To develop insight into the contribution of the reward
strategy as an effective performance management and Directed Study:
recruitment instrument Read the seminal and latest research articles
 To explore the range of compensation practices referenced on the HRM area of the BlackBoard site
Essential Reading: to address the question/s:
Chapter 10 in Crawshaw, J.R., Budhwar, P.S. and Davis, A. Evaluate individual performance pay in enabling
(eds.) (2017). organisations to achieve their strategic objectives.
Lecture 5: Training and Development Seminar 5 Case Study and questions - see Bb
How organisations can manage the learning and development of Activity: Read the case study and be
their employees prepared to discuss and present your
Objectives answers in the seminar
 To introduce and understand approaches to HRD strategies
and plans in organisations
 To critically evaluate organisational approaches to training Directed Study:
and development Read the seminal and latest research articles
 To critically evaluate HRD’s contribution to achieving referenced on the HRM area of the BlackBoard site
competitive advantage to address the question/s:
Essential Reading: Explain what’s meant by training ‘transfer’ and
evaluate the transfer of formal learning events such
Chapter 9 in Crawshaw, J.R., Budhwar, P.S. and Davis, A. (eds.)
as lectures to managers’ practice.
(2017).
Lecture 6: Productivity and Performance Management Seminar 6 Case Study and questions - see Bb
Objectives Activity: Review case study and questions
 To understand the concept of performance and how it can and be prepared to discuss and present your
be interpreted. answers in the seminar
 To consider the merits of different strategies for managing

performance
 To consider the relative importance of personal attributes Directed Study:
and the working environment as a key determinants of Read the seminal and latest research articles
performance referenced on the HRM area of the BlackBoard site
Essential Reading: to address the question/s:
Chapters 4 and 11 in Crawshaw, J.R., Budhwar, P.S. and Davis,
A. (eds.) (2017). Evaluate the contribution of performance
management to ensuring organisational justice and
appraise the importance of trust in organisational
performance.
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Lecture 7: Employee Relations Seminar 7 Case Study and questions - see Bb

Objectives Activity: Review case study and questions
 To understand the importance of maintaining good relations and be prepared to discuss and present your
with employees answers in the seminar
 To recognise the importance of the psychological contract
 To explore contemporary developments impacting on Directed Study:
employee relations Read the seminal and latest research articles
Essential Reading: referenced on the HRM area of the BlackBoard site
Chapter 12 in Crawshaw, J.R., Budhwar, P.S. and Davis, A. to address the question/s:
(eds.) (2017). Evaluate the argument that managers should
‘manage’ and workers should ‘do’ in view of the
arguments for employee voice.
Lecture 8: Motivation and Employee Engagement Seminar 8 Case study – see Bb

Objectives Activity : Read the case study and be
 To understand the importance of employee engagement. prepared to discuss and present your
 To understand the concept of industrial democracy. answers in the seminar
 To consider developments in employee involvement and
participation. Directed Study:
Essential Reading: Read the seminal and latest research articles
Chapter 11 in Crawshaw, J.R., Budhwar, P.S. and Davis, A. referenced on the HRM area of the BlackBoard site
(eds.) (2017). to address the question/s:
Evaluate employee engagement and respond to the
comment: ‘that we pay our people a wage implies
that they should be engaged. We owe them nothing
else’.
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OPERATIONS MANAGEMENT

Lecture 1: Role of Operations Management Seminar 1: Design house partnership at concept
Objectives design case (please refer to the file “NX0474
Operations Management Seminar tasks per week.pdf
 To investigate the role of operations within a business (3.599 MB)” in the seminar folder).
environment
 What and why OM?
Supplementary Reading:
 What Operations Managers do?
Students are encouraged to enhance their learning
Reading
by engaging in self-direct study. The Operations
Chapter 1 from Heizer and Render (2011) Management reading list can be found at the end of
this document. Please use these texts to supplement
your scheduled activities.
Lecture 2: Operations Strategy Seminar 2: Operations objectives at Penang Mutiara

Objectives case (please refer to the file “NX0474 Operations
Management Seminar tasks per week.pdf (3.599
 To develop an understanding of how Operations integrates MB)” in the seminar folder).
into the Business strategy.
Research activity prior to the seminar: Research the
Reading case company named above. Identify what they are
Chapters 1 and 7 from Heizer and Render (2011) currently doing in terms of Operations Strategy.
Management reading list can be found at the end of
Lecture 3: Resource planning and capacity management Seminar 3: Air traffic control case (please refer to the
Objectives file “NX0474 Operations Management Seminar tasks
per week.pdf (3.599 MB)” in the seminar folder).
 To develop an understanding of planning and control
Research activity prior to the seminar: Research the
Reading case company named above. Identify what they are
Heizer and Render (2011); check the index please currently doing in terms of resource planning and
capacity management.
Lecture 4: Quality Management Seminar 4: Turnaround at Preston Plant case

Objective (please refer to the file “NX0474 Operations
Management Seminar tasks per week.pdf (3.599
 To understand and analyse the issues of quality. MB)” in the seminar folder).
Reading:
Heizer and Render (2011); check the index please Supplementary Reading:
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Lecture 5: Global supply networks Seminar 5: Delta Synthetic Fibres case (please refer
Objective to the file “NX0474 Operations Management Seminar
tasks per week.pdf (3.599 MB)” in the seminar
 To understand and analyse the issues of global supply folder).
networks.
Reading:
Heizer and Render (2011); check the index please
Lecture 6: JIT and Lean Management Seminar 6: Boys and Boden case (please refer to the
Objective file “NX0474 Operations Management Seminar tasks
per week.pdf (3.599 MB)” in the seminar folder).
 To understand lean management
Reading:
Heizer and Render, (2011); check the index please
Lecture 7: Supplier selection and procurement Seminar 7: Supplying fast fashion case (please refer
Objective to the file “NX0474 Operations Management Seminar
tasks per week.pdf (3.599 MB)” in the seminar
 To discuss parts of the extended enterprise folder).
Reading Research activity prior to the seminar: Research the
Heizer and Render (2011); check the index please case companies listed in the fast fashion case.
Identify what they are currently doing in terms of
supplier selection and recruitment.
Lecture 8: Benchmarking and Inventory Management Seminar 8: Prepare various smaller cases (please
Objectives refer to the file “Inventory management and
benchmarking cases NEW.pdf (1.317 MB)” in the
 Introduction to benchmarking seminar folder)
 To understand the basic concepts of inventory Note: Do Not prepare the longer inventory
management management case from the file you have use so far!!
Reading
Slack et al. (2002) (4th edition) Operations management – Supplementary Reading:
chapter 18 Students are encouraged to enhance their learning
See also references on Bb by engaging in self-direct study. The Operations
Chapters 11 and 15 from Heizer and Render, (2011) Management reading list can be found at the end of
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MARKETING MANAGEMENT

Lecture 1: The Role of Marketing (NC) Seminar 1: Expectations of the module, TLP
Objectives
To explore: Directed Study: Prepare for next week’s seminar
 To introduce the format of the lecture series, focusing

on ‘Marketing’
 To introduce the theory of Marketing
 To introduce contemporary marketing techniques that

can be used to secure a competitive advantage
 Reading:
Kotler et al., Part One.
Lecture 2: Market Segmentation & Positioning (NC) Seminar 2: Marketing Orientation Exercise/Market
Objectives Segmentation.
To explore:
• The different levels of market segmentation. Directed Study: Prepare for next week’s seminar
• The dividing of a market into segments.
• The requirements for effective segmentation.
• B2B - business market segmentation.
• The most attractive target markets.
.Reading:
Kotler et al., Chapter 10.
Lecture 3 Buyer Behaviour/Consumer Behaviour (HCA) Seminar 3: Consumer behaviour theory (with an
Objectives emphasis on the consumer decision making
process).
• To redefine consumer behaviour theory and its origins
in marketing Directed Study: Prepare for next week’s seminar
• To review the different types of consumer decision
making behaviour with an emphasis on consumer
involvement theory
• To understand the characteristics of each type of
decision, and how to analyse a particular behaviour
using this framework
Reading:
Kotler et al., Chapter 7: Analysing Consumer Markets.
Lecture 4 The Consumer Decision Making Framework Seminar 4: Decision making influences
Objectives
• To recap the meaning of affective consumer behaviour Directed Study: Prepare for next week’s seminar
theory and EPS
• To examine the significance of the consumer decision
making process
• To examine each key stage of the consumer decision
making process and the likely influences
Reading:
Kotler et al., Chapter 7: Analysing Consumer Markets
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Lecture 5: Collecting Information and Seminar 5: Secondary sources of data; Stakeholders

Forecasting Demand
Objectives Directed Study: Prepare for next week’s seminar
To explore:
• The components of a modern marketing information
system.
• The usefulness of internal records.
• A marketing intelligence system.
• Some influential macro environment developments.
• Measuring and forecasting demand
Reading:
Kotler et al., Chapter 6: Managing Market Research and
Forecasting.
Lecture 6: New Product Development Seminar 6: New Product Development; Product

Objectives Positioning
To explore:
• The challenges a company faces in developing new Directed Study: Prepare for next week’s seminar
products and services.
• The organizational structures and processes managers
use to oversee new-product development.
• The main stages in developing new products and
services.
• The best way to manage the new-product development
process.
• The factors that affect the rate of diffusion and
consumer adoption of newly launched products and
services.
Reading:
Kotler et al., Chapter 15: Introducing New Market Offerings
Lecture 7: Pricing Strategy Seminar 7: Sementation, Financial Objectives and

Objectives Pricing Strategy
To explore:
• Consumer’s process and price evaluation. Directed Study: Prepare for next week’s seminar
• Setting prices for products or services.
• Adaption of prices to meet varying circumstances and
opportunities.
• Initiating price changes.
• Responding to a competitor’s price challenge.
Reading:
Kotler et al., Chapter 16: Developing and Managing Pricing
Strategies..
Lecture 8: Integrated Marketing Communications Seminar 8: Integrated Marketing Communications

Objectives (IMC); IMC Campaigns
To explore:
• To introduce the theory of marketing communications
• To review the MCPF model and its association with
marketing communications in the IMC field
• To reinforce the link between IMC and buyer
behaviour theory
•
Reading:
Kotler and Keller et al. Chapter 19: Designing and Managing
Marketing Communications
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FINANACIAL MANAGEMENT

Lecture 1. Financial statement analysis – Income Statement Seminar 1: None this week.
 Describe what is meant by profit (loss)
 Outline the structure of profit and loss account (income Directed Study:
statement)
 Review the article – “why measure performance”
 Prepare basic profit and loss account
(see the Black Board).
 Explain the link between profit and loss account and cash
 Review the article – “How can managers use
flow
accounting information?” (see the Black Board).
 Interpret company financial statements.
Reading:
Atrill P, McLaney E (2015) Accounting and finance for Non-
Specialists: Page 26-108
Lecture 2: Financial statement analysis – Balance sheet Seminar 2: see the BB for the week’s task which
 Identify the financial information shown in the financial focuses on computation and interpretation of income
statement of companies – Balance sheet. statement – A case study of Blue River Group.
 Construct simple financial statement – Balance sheet

Directed Study:
 Interpret the information content of a conventional balance
sheet  Revisit Retepmal Ltd Statement of financial
position AND Income statement lecture
examples for improved understanding of the
Reading: lecture topic.
Lecture 3: Business performance analysis with the aid of Seminar 3: see the BB for the week’s task which
ratios. focuses on case study Blue Rive Group. This task is
 Explain the purpose of ratio analysis time demanding. Therefore, attempt at home first
 Calculate the main performance and liquidity ratios before coming to the seminar. During the seminar,
you and your team should collaborate in fine-tuning
 Calculate the main gearing and investment ratios
your findings and recommendations.
 Analyse business performance through the use of ratios of
profitability, efficiency, liquidity, investment and financial
structure Directed Study:
 Dupont profitability analysis model.  Review the ratio analysis case study used to illustrate
Reading: the lecture on business performance analysis.
Calculate the ratios yourself and compare with the
solution.
 Read the following articles in the recommended
reading section for Lecture 3.
o Key Ratios in performance evaluation
o Common financial ratios and there uses
and meaning
o How to read financial statements
Lecture 4: Costing and pricing

 Explain cost behaviour and the importance of costing
products and services.
 Distinguish between direct, indirect, fixed and variable
costs
 Use cost information to establish product or service
price under full cost method.
 Worked example of costing led pricing
 Discuss pricing options
Reading:
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Lecture 5: Working capital management Part 1 Seminar 4: See the BB for the week’s seminar
 Discuss the importance of working capital management materials- Business Game Costing illustration
 Explain the components of working capital cycle and
working capital policies Directed Study:
 Explain and examine working capital cycle and cash Atrill P, McLaney E (2015) Accounting and
conversion cycle + computations. finance for Non-Specialists: Page 276 -297
Reading:
Lecture 6 Working capital management Part 2 Seminar 5: Working management case study of
 Focus on management of working capital components – BHEL – See the Black Board.
cash, debtors/credit control, creditors and inventory.
Directed Study:
Reading: Read the article “Improving cashflow management -
Atrill P, McLaney E (2015) Accounting and finance for Non- CIMA” under Lecture 5 recommended reading (See
Specialists: Page 446-483 the BB). Through the reading you will achieve the
following learning objectives:
o an appreciation of the importance of working capital
management in ensuring the profitability and
liquidity of a company;
o the ability to describe the cash conversion cycle and
to explain its significance to working capital
management;
o • an understanding of the need for working capital
policies concerning the level of investment in current
assets, and of the significance of aggressive,
moderate and conservative approaches to working
capital management;
Lecture 7: Integrated performance measurement systems – Seminar 6: Consolidation task – the Little Emperor
Balanced Scorecard system case study.
 Lecture on how the Balanced Scorecard translates a
company's vision and strategy into a coherent set of Directed Study:
performance measures.
A-Z Auto Limited Performance Analysis (SELF
 The four perspectives of the scorecard--financial
MANAGED REVISION TASK) See the BB seminar
measures, customer knowledge, internal business
section located after Seminar 6.
processes, and learning and growth and how they offer
a balance between short-term and long-term
objectives, between outcomes desired and
performance drivers of those outcomes, and between
hard objective measures and softer, more subjective
measures.
Reading:
A practitioner guide to BSC – CIMA (see the BB lecture 7)
Lecture 8: Budgeting, Planning and Control Seminar 7: Balanced Scorecard Mobistar Case
 Define a budget and demonstrate how budgets, study (see the BB).
strategic objectives and strategic plans are related.
 Explain the budgeting process and the interlinking of Directed Study:
the various budgets within the business.
See BB and read a Chapter 27 Budgeting and
 Construct various functional budgets. budgetary control by Osborne Books
 Show how budgets are used to control the business.
Reading:
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Academic Year Current
Module Number NX0474
Module Title Strategic Management for Competitive Advantage
Module Points 40
Core or Option Core
Module Tutor Ed Cottam, Rose Quan (Deputy)
Teaching Team Introduction, Business Game: Ed Cottam

Strategic Overview: Ed Cottam, Rose Quan
Interpreting Financial Statements and Financial Management: Israel Davidson
Operations Management: Thomas Matheus
Human Resources Management: Russell Warhurst
Marketing Management: Matthew Sutherland
Module Background Information

This is a 40-credit core module running in the MSc Business with programme. The aim of the
module is to introduce students to the main business functions – Finance, Marketing, HRM,
Operations – and show how each can contribute to the competitive advantage of a firm and hence
enable the firm to achieve its strategic objectives.
The students will undertake lectures and seminars in the four key business functions - Finance,
Marketing, HRM, Operations throughout the course of the module, alongside the development of
an understanding of the overarching principles of setting and executing an organisational strategy.
The latter will consist of developing a business plan, assessing the business and competitive
environment, defining and evaluating competitive strategy, Within the setting of these strategic
objectives, students will understand how the associated responsible decision making will impact on
both internal and external stakeholders, and by doing so, will gain an understanding of the concept
of responsible decision making, as well as being able to assess and risk evaluate innovation and
measure company performance. From the middle of the module until its end, students will work in
teams running a start-up organisation which is new entrant into an existing market by means of a
business simulation. The decisions made over a time-frame of four rounds (each representing one-
year of operations) will draw upon the four key business functions aligned to the strategy set in
place for their organisation.
The module will be taught by lectures and seminars covering the key business functions and a
business simulation exercise. The simulation, based on the European car industry, will give
students the opportunity to apply the learning developed during the Semester. For those students
who have prior working experience in one or more of these functional areas, the module aims to
both broaden and deepen their understanding and encourage students to take a wider view of the
different parts of the firm. The module will be assessed by three assignments. One assignment is
group based and two are individually based.
Assignment A (20%): Group assignment (1,500 words, 20% weighting): each team will submit an
outline business plan for their company.
Assignment B (60%): Individual assignment: (5,000 words, 60% weighting): a critical evaluation of
the performance of the company including the extent to which the company
achieved the strategic objectives set out in the business plan, thus
integrating the strategic management aspect of the module with each of the
key business functions together with an evaluation of the effectiveness of
decision-making in the team.
Assignment C (20%): Individual Assignment: (1,500 words, 20% weighting): a critical evaluation of
473374376.docx Page 15
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the sustainability, CSR and ethical policies alongside financial performance

of one of the major automobile manufacturers.
Learning Outcomes
At the end of the module the student will be able to:
1. Acquire, interpret and apply knowledge of international business, management and
organisational functions.
2. Understand the wider impact of individual or organisational decision making on social and
environmental contexts.
3. Demonstrate their ability to work in diverse groups and teams.
Aims of the Module

This is the main core module of the MSc Business with programme. The aim is to introduce students
to the main business functions – Finance, Marketing, HRM, Operations – and show how each can
contribute to the competitive advantage of a firm, how the functions interact with each other and how
responsible and integrated decision making can contribute towards a company operating in a
competitive market environment work towards meetings its strategic objectives.
For those students who have prior working experience in one or more of these functional areas, the
module aims to both broaden and deepen their understanding and encourage students to take a wider
view of the different parts of the company.
Students are assigned into teams by the module tutor and by the end of the business simulation, they
are expected to demonstrate their ability to work in a potentially diverse team, and by doing so,
critically appreciate both individual contribution and team performance.
Approaches to Teaching and Learning and Assessment Strategy

Teaching
The module will be taught by lectures, seminars and a business simulation exercise. In the lectures,
the main concepts and theories underpinning the module will be introduced. In seminars, students
have the opportunity to apply these ideas to real organisations through exercises and case studies.
Students will be expected to make short presentations and participate in tutor-led discussions.
In the second half of the semester, students will have the opportunity to apply their learning by
participating in a business simulation based on the European car industry. The class will be divided
into teams who will compete for market share and try to maximise shareholder value. Each team will
have to make Marketing, HR, Operations and Finance decisions over a number of business cycles.
Assessment Strategy
Formative assessment
Formative assessment will take place through group work, assignment discussion and reflection,
discussion board activity on the e-learning platform, case study activity, and theory/practice related
discussions. In the components of the module relating to strategy and the four key business functions,
the seminars will lag the lectures, thereby giving the students’ preparation time ahead of the seminar
events. For the business simulation, there are group presentations which will receive tutor feedback
in the form of Q/A, as well as feedback on the content, relevance and quality of the presentation.
Students in both situations will be in a position to ask the tutors questions relating to the module
material, thereby the module will afford the students significant formative assessment opportunities
ahead of the submission of the summative assessment and interaction and dialogue and around
learning and assessment play a central role in the seminar activities.
Criteria will be provided to enable participants to understand what is expected of them and how they
473374376.docx Page 16
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will be assessed on their performance. Participants are required to demonstrate self-reflection and
reflective practice where appropriate.
Case Study, theory/practice related discussions and a research-tutored approach to embedding

research into teaching will be predominate the formative assessment in the teaching delivery relating
to the business strategy and key business functions, where verbal feedback and seminar-centred
discussion summary will provide students with the necessary formative feedback.
In support of the business simulation, formative feedback will involve one-to-one discussions between
the tutor and each of the teams in the seminar group about the simulation assumptions, business plan
and team decisions, further supported by feedback involving commentary and questions/answers to
team presentations within the simulation-centred seminars, as indicated above
Summative Assessment
Learning will be assessed through assignments based on the business simulation. The purpose of
the assignments is to test students’ understanding of the links between decisions in the four functional
areas and outcomes for their company; to critically evaluate the performance of their team; and to
reflect on their personal contribution to the team. The third assignment, considers ethics, CSR and
responsible decision making in large organisations through an assessment of an organisation chosen
by the individual student.
The group assessment is included for three reasons. Firstly, the role of the assessment is to ensure
the teams in the business simulation are readily prepared for the exercise and have fully considered
the necessary aspects of decision-making in an integrated way. The second reason for its inclusion is
to provide the students with early feedback on their understanding of the module content and
expectations of the group exercise and thirdly, to ensure the teams allocated to the business
simulation exercise can work responsibly together to provide tangible outputs.
The substantive individual assignment is included to assess students’ knowledge capture, critical
evaluation and understanding of how the key business functions integrate to support the realisation of
the organisation’s strategic objectives and how individuals and organisations make decisions in a
responsible manner with consideration to a broad range of stakeholders. This also includes part
where there is an assessment of team effectiveness through an evaluation of their
ability to work in diverse groups and teams, identifying strengths, areas for attention and indicating
what areas providing a positive experience and what could be improved if the exercise was repeated.
Core to the Masters’ programmes is the crucial role of personal development and this provides
opportunity for the students to integrate developments in this module with work undertaken elsewhere
on their programme. In short, the group and substantive individual assessment incorporate self-
assessment and reflection in learning, thereby allowing the students to evaluate their own progress as
both individuals and team members.
The final individual assessment permits the assessment of how individuals or organisations undertake
responsible decision making from the broad perspective of stakeholders which aligns itself to specific
objectives.
The first piece of assessment will be submitted, marked and returned to the students before
submission of components B and C, thereby giving them the opportunity to gauge performance on the
module before submission of the substantive assessed work, by means of an annotated returned
script and use of the marking criteria/feedback sheet which forms part of the assessment brief.
The assessment brief itself is sufficiently non-prescriptive in that students as individuals and teams
are responsible for the mission, vision, objectives and decisions of their own company and there is an
expectation in the related seminars that students rotate the group presenters thereby generating a
high level of ownership and inclusiveness within each of the teams. These teams are selected by the
module tutor so as to ensure students are mixed by gender and nationality, given that the ability to
learn and work alongside students from different backgrounds represents a key experience from the
module and programme.
Likewise, the individual component of assessment which requires students to assess an organisation
473374376.docx Page 17
(Postgraduate)
of their choice by nature builds in flexibility and choice. Collectively, the summative assessment
provides a rigorous experience where students develop an understanding of core business knowledge
(strategy, functions, decision making), work individually and in in diverse teams and gain an
appreciation of responsible decision making in the leading organisations. In order to achieve this,
they have to develop a research capability through an approach to research within the module is
primarily centred on the emphasis of research process and problem solving where the curriculum that
is focussed on the business simulation which emphasises students undertaking within their teams
significant inquiry-based learning. The nature of this learning is very much on applied learning.
Feedback strategy
Formative assessment will take place through group work, assignment discussion and reflection,
discussion board activity on the e-learning platform, case study activity, and theory/practice related
discussions. In the components of the module relating to strategy and the four key business functions,
the seminars will lag the lectures, thereby giving the students’ preparation time ahead of the seminar
events. For the business simulation, there are group presentations which will receive tutor feedback
in the form of Q/A, as well as feedback on the content, relevance and quality of the presentation.
Students in both situations will be in a position to ask the tutors questions relating to the module
material, thereby the module will afford the students significant formative assessment opportunities
ahead of the submission of the summative assessment and interaction and dialogue and around
learning and assessment play a central role in the seminar activities.
Criteria will be provided to enable participants to understand what is expected of them and how they
will be assessed on their performance. Participants are required to demonstrate self-reflection and
reflective practice where appropriate.
Case Study, theory/practice related discussions and a research-tutored approach to embedding

research into teaching will be predominate the formative assessment in the teaching delivery relating
to the business strategy and key business functions, where verbal feedback and seminar-centred
discussion summary will provide students with the necessary formative feedback.
In support of the business simulation, formative feedback will involve one-to-one discussions between
the tutor and each of the teams in the seminar group about the simulation assumptions, business plan
and team decisions, further supported by feedback involving commentary and questions/answers to
team presentations within the simulation-centred seminars, as indicated above
Feedback on summative performance in this module will be provided as follows: Your assessment
will be returned to you with annotated comments directly related to the assessment task. You will also
be provided with a written comment on actions to be taken to improve performance in assessment
overall.
Formative feedback will be provided throughout the module, particularly in relation to seminar tasks,
as indicated above. Students should, however be aware that formative feedback can, and will, occur
in any communication with an academic tutor.
This University, and the Faculty, is constantly seeking to improve its feedback to students and will
pilot new initiatives on a regular basis. When such pilots involve a deviation from above, students on
modules affected will be fully advised of the revised feedback approach.
For each component of assessment A, B and C, there is a respective standard feedback proforma
that will indicate how marks are allocated to the work, alongside the annotated comments on the work
and overall summary comments.
Research Rich Learning

The approach to rich learning the module is primarily centred on the emphasis of research process
and problem solving where the curriculum that is focussed on the business simulation emphasises
students undertaking within their teams significant inquiry-based learning. This will involve the
students being active participants in their learning, requiring them to use the market and operations
473374376.docx Page 18
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information provided in support of the simulation software to set up their business organisation and on
an ongoing basis, make responsible business decisions. The enquiry-based nature of this research is
further reinforced through the summative assessment where students undertake a piece of theoretical
research where they are asked to consider responsible decision making, ethics and CSR activities
relating to a leading organisation within a particular market sector. This complements the business
simulation activity where the students make decisions regarding aligned to the key business functions
aligned to their business strategy based on secondary information made available within the
simulation which is updated on a round-by-round basis.
In the supporting lectures and seminars which provide the knowledge base for the module, a
research-tutored approach will be adopted, whereby learning, as appropriate will involve students
discussing research and critically engaging in research based discussion, further supported by staff
using contemporary work to contextualise the lecture content within the module.
Assessment Components
The dates for the three assignments are set by the Programme Support Staff located in the Newcastle
Business School Office (CCE1 223). All dates will be communicated to students via notices and on
the eLP. Each student is responsible for checking notice boards for this information.
Assignment A (20%): Group assignment (1,500 words, 20% weighting): each team will submit an
outline business plan for their company.
Assignment B (60%): Individual assignment: (5,000 words, 60% weighting): a critical evaluation of the
performance of the company including the extent to which the company
achieved the strategic objectives set out in the business plan, thus integrating
the strategic management aspect of the module with each of the key business
functions together with an evaluation of the effectiveness of decision-making in
the team.
Assignment C (20%): Individual Assignment: (1,500 words, 20% weighting): a critical evaluation of the
sustainability, CSR and ethical policies, alongside the financial performance of
one of the major automobile manufacturers.
Hand out, Hand in Time Line
WEEK 1 2 3 4 5 6 7 8 9 10 11 12 13
A HO HI
B HO HI
C HO HI
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(Postgraduate)
Module Reading List
Module Code: NX0474

Module Title: Strategic Management for Competitive Advantage
Module Tutor: Ed Cottam
Academic Year: Current
Student Numbers: 250
Items listed are available in the University Libraries Library Catalogue:

http://readinglists.northumbria.ac.uk/lists/DEF1C320-CCAF-10D2-D9D7-9ADA9DE51410.html
The TLP & reading list has been updated at the start of the semester, if you note a difference from the
online reading list please adhere to the list provided below.
Core Text:
There is no core textbook for this module.
Supplementary Texts:
Details of additional reading for each of the functional areas and Strategic Overview will be provided
by staff in lectures and seminars. Examples of other textbooks include:
Strategy Overview:
Johnson, G., Whittington, R., Scholes, K., Angwin, D., & RegnŽr, P. (2014). Exploring Strategy Text &
Cases. 10th Edition. Pearson Higher Ed.
Wheelen T.L., Hunger J.D., Hoffman A.N. and Bamford C.E. (2015). Strategic Management and
Business Policy (Global Edition), 14th Edition, Pearson Education.
Finance:
Atrill P, McLaney E (2015): Accounting and Finance for Non-Specialists, 9th Edition. FT Prentice Hall
Atrill P, McLaney E (2011): Financial Accounting for Decision Makers, 5th Edition. FT Prentice Hall
Drury C (2008): Management and Cost Accounting, 2nd Edition, Thomson Learning
Marketing:
Kotler P, Keller K (2009): Marketing Management, 13th Edition, FT Prentice Hall
Piercy N (2002): Market-Led Strategic Change, 3rd Edition, Butterworth-Heinemann
Operations Management:
Slack, N., Chambers, S. and Johnson, R. (2010) Operations management, 6 th edition, Prentice Hall,
Harlow
Heizer, J. and Render, B. (2011) Operations management, 10 th edition, Pearson, London.
Heizer, J. and Render, B. (2013) Operations management, 11 th edition, Pearson, London.
Hill, H. and Hill, T. (2012) Operations Management. 3rd Edition. Basingstoke: Palgrave Macmillan.
Krajewski, L., Ritzman, L. and Malhotra, M. (2013). Operations management: processes and supply
chains. 10th Edition. New York: Pearson, 2013.
473374376.docx Page 20
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HR Management:
Banfield P & Kay R (2012): Introduction to Human Resource Management. Oxford: Oxford University
Press.
Beardwell J (2014): Human Resource Management: a contemporary approach. Boston: Pearson.
Crawshaw, J.R., Budhwar, P.S. and Davis, A. (eds.) (2014) Human Resource Management: strategic
and international perspectives, Sage, London.
473374376.docx Page 21

Teaching and Learning Plan: Your Postgraduate Programme Learning Goals

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Teaching and Learning Plan: Your Postgraduate Programme Learning Goals

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Teaching and Learning Plan

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OUTLINE STUDY PLAN

STRATEGIC MANAGEMENT OVERVIEW AND THE BUSINESS SIMULATION

Lecture Topics and Objectives Seminars (full details on Bb)

Lecture 2: Business Models & The Business Plan

Lecture 3: The Business Environment 1 Seminar 1:

Lecture 4: The Business Environment 2

Lecture 5: The Competitive Environment Seminar 2:

Activity: Read the case study and be prepared to

Lecture 6: Organisational Objectives

Lecture 7: Competitive Strategy Seminar 3:

Reading: Activity: Read the case study and be prepared to

Lecture 8: International Strategy

Lecture 9: Introduction to the Business Simulation Seminar 4:

Lecture 10: Functional Strategy Seminar 5: Business Game

Lecture 11: Strategic Capabilities 1

Lecture 12: Strategic Capabilities 2 Seminar 6: Business Game

Lecture 13: Strategic Capabilities 3

Lecture 14: Responsible Decision-making 1 Seminar 7: Business Game

Lecture 15: Responsible Decision-making 2

 Exploring how to avoid bias in management decision

Lecture 16: Strategy and Innovation Seminar 8: Business Game

Lecture 17: Evaluating Company Performance

Seminar 9: Business Game

Seminar 10: Business Game

Lecture 18: Assessment Lecture

HUMAN RESOURCES MANAGEMENT

Lectures and Reading Seminars and Directed Study

 To consider the merits of different strategies for managing

Lecture 7: Employee Relations Seminar 7 Case Study and questions - see Bb

Lecture 8: Motivation and Employee Engagement Seminar 8 Case study – see Bb

Lectures and Reading Seminars and Directed Study

Lecture 2: Operations Strategy Seminar 2: Operations objectives at Penang Mutiara

Lecture 4: Quality Management Seminar 4: Turnaround at Preston Plant case

Lectures and Reading Seminars and Directed Study

 To introduce the format of the lecture series, focusing

 To introduce the theory of Marketing

 To introduce contemporary marketing techniques that

Lecture 5: Collecting Information and Seminar 5: Secondary sources of data; Stakeholders

Lecture 6: New Product Development Seminar 6: New Product Development; Product

Lecture 7: Pricing Strategy Seminar 7: Sementation, Financial Objectives and

Lecture 8: Integrated Marketing Communications Seminar 8: Integrated Marketing Communications

Lectures and Reading Seminars and Directed Study

 Construct simple financial statement – Balance sheet

Lecture 4: Costing and pricing

Academic Year Current

Module Number NX0474

Module Title Strategic Management for Competitive Advantage

Core or Option Core

Module Tutor Ed Cottam, Rose Quan (Deputy)

Teaching Team Introduction, Business Game: Ed Cottam

Module Background Information

the sustainability, CSR and ethical policies alongside financial performance

Aims of the Module

Approaches to Teaching and Learning and Assessment Strategy

Case Study, theory/practice related discussions and a research-tutored approach to embedding

Case Study, theory/practice related discussions and a research-tutored approach to embedding

Research Rich Learning

Hand out, Hand in Time Line

Module Reading List

Module Code: NX0474