STRATEGIC MANAGEMENT OF COMPANIES (APPRENTICESHIP) - 2021/2
Module code: MANM474
In light of the Covid-19 pandemic, and in a departure from previous academic years and previously published information, the University has had to change the delivery (and in some cases the content) of its programmes, together with certain University services and facilities for the academic year 2020/21.
These changes include the implementation of a hybrid teaching approach during 2020/21. Detailed information on all changes is available at: https://www.surrey.ac.uk/coronavirus/course-changes. This webpage sets out information relating to general University changes, and will also direct you to consider additional specific information relating to your chosen programme.
Prior to registering online, you must read this general information and all relevant additional programme specific information. By completing online registration, you acknowledge that you have read such content, and accept all such changes.
Learners successfully completing this module will have mastery, knowledge and skills to conduct long term view strategic positioning and apply strategic opportunities to grow their own business in the visitor economy context. Learners will be empowered with a set of strategic tools to help them analyse, challenge and apply strategic thinking within their industry.
Hospitality, Tourism & Events Management
CIRAULO Marco (Hosp & Tour)
Number of Credits: 15
ECTS Credits: 7.5
Framework: FHEQ Level 7
Module cap (Maximum number of students): N/A
Teaching block 3
Prerequisites / Co-requisites
Indicative content includes:
- Organisational strategy
- Factors determining organisational vision, culture and values
- The impact of regulation and compliance on organisational strategy
- Different company structures and effect on company strategy, operations and performance
- The market, competition and other external forces, including global perspectives
- The impact on communities through social corporate responsibility, environmental impact and other ethical considerations
- The role of intelligence and data in shaping organisational strategy, including the use of big data and cyber security considerations
- Strategic planning for growth and long-term commercial sustainability
- Strategic drivers for the visitor economy
- Understanding board and company structures
|Assessment type||Unit of assessment||Weighting|
|Coursework||Individual Summary Report||90|
The assessment strategy is designed to provide learners with the opportunity to demonstrate their understanding and application of the core learning outcomes for the module and the full range of knowledge, skills and behaviours identified above. It is designed to provide learners with the opportunity to demonstrate the ability to evaluate the rationale, purpose and implementation of a strategy within the context of their own organisation. Learners will need to critically appraise their own company strategy in the light of current academic thinking and wider socio-economic factors that are affecting the sector in which their organisation is operating. Learners will be required to demonstrate critical analysis in the form of potential and actual positive and negative influences that they as a senior leader may have on the implementation of their organisation’s strategy.
Individual Summary Report - 90%
Learners will be required to produce:
- A visual report in powerpoint (a maximum of 10 slides) of the strategic analysis of their own company, using the theoretical models discussed in the module.
- A written 500 words Executive Summary to present report and how they have applied the learning from the module in their workplace.
The reports will require them to provide a short synopsis of their company strategy and critically evaluate how successfully the strategy in their own organisation has been implemented. Learners will need to evaluate their own company strategy within a framework of academic thinking and theoretical models.
Individual e-Portfolio Report - 10%
Learners will be asked to record a short (maximum 5 minute) podcast to critically evaluate one of the following statements:
1. Whether Strategy is a discipline that can be learnt?
2. The success, or failure of your involvement (past or present) in defining a Strategy.
3. Whether, in your opinion, opportunities exist within your organisation to re-define and/or change or improve the current strategy.
Learners will work regularly in groups and as individuals, participating in classroom or online discussion forums and webinars, to demonstrate their understanding of the subject contents and application. Learners will be required to complete online guided learning activities that demonstrate the ability to analyse key components of organisational strategy. Awareness will be built up by learners being required to lead and participate to share understanding and knowledge of elements of organisational strategy. For example, learners may be required to present online a short presentation containing information from their organisation. Learners will receive peer feedback as well as comments from the academic and industry subject matter experts.
Learners will be given formal feedback on their assessments and receive regular, informal feedback on their contribution throughout the module.
- This module aims to provide learners with an in-depth knowledge of the strategic drivers for companies.
- It will provide multiple theoretical and conceptual frameworks for learners to consider in terms of company strategy.
- Learners will be able to articulate how a company strategy relates to company vision and culture.
- The module will develop the learners ability to integrate multiple perspectives and forces affecting company strategy within the wider context of the Hospitality,Tourism and Events industry.
|001||Critically analyse and advanced professional practice from a range of sources in relation to organisational strategy;||CK|
|002||Operate in complex, ambiguous and unpredictable contexts by selecting appropriate information, tools and techniques to address difficult situations;||CPT|
|003||Analysis of the effective implementation of their own organisation’s strategy including identification of enablers and barriers to the execution of the company strategy;||CPT|
|004||Critically evaluate their own role as a senior leader in the organisation as to how they embody and communicate the company strategy to members of their teams and other staff;||PT|
|005||Enable learners to identify and address ethical dilemmas in the pursuit of profit, competition and wider social purpose of their own organisation;||CKPT|
|006||Appraise the effect of external, market, regulatory and other socio-economic factors in the development of an organisational strategy||CK|
C - Cognitive/analytical
K - Subject knowledge
T - Transferable skills
P - Professional/Practical skills
Overall student workload
Workshop Hours: 11
Independent Study Hours: 52
Methods of Teaching / Learning
The hours listed within the overall student workload section represent off-the-job learning. The teaching and learning methods incorporate a blended learning approach, centred around the key online learning design principles of – Learner centred; Useful; Engaging; Flexible; Consistent; Supportive and Accessible.
In line with the Apprenticeship Off the Job Training guidance, the teaching and learning undertaken on this module will reflect the following categories of training:
1. Teaching of Theory. (May include lectures, role play, simulation exercises, online learning, research and networking)
2. Practical Training. (May include shadowing, mentoring, industry visits and participation in guided activities to apply the theoretical knowledge, concepts and models in the day-to-day working practice).
3. Learning support and time spent writing assignments and partaking in assessments.
4. Reflective learning and self-evaluation to impart new knowledge, skills and behaviours only. (E-portfolio)
Learners taking this module will cover theoretical aspects with a mix of campus-based sessions, online and self-directed learning activities. Learners will be expected to demonstrate commitment to independent learning and take an active part in any asynchronous activities such as forums, wikis and blogs, as well as synchronous activities (i.e. virtual meetings) where appropriate. Participation in these activities, with emphasis on the self-directed learning activities, will be essential to the successful achievement of learning outcomes in this module.
Indicated Lecture Hours (which may also include seminars, tutorials, workshops and other contact time) are approximate and may include in-class tests where one or more of these are an assessment on the module. In-class tests are scheduled/organised separately to taught content and will be published on to student personal timetables, where they apply to taken modules, as soon as they are finalised by central administration. This will usually be after the initial publication of the teaching timetable for the relevant semester.
Upon accessing the reading list, please search for the module using the module code: MANM474
Degree apprenticeships are delivered over three teaching blocks:
- Teaching Block 1 - September - December
- Teaching Block 2 - January - April
- Teaching Block 3 - May – August
The planning of this module is underpinned by the Senior Leader Master’s Degree Apprenticeship Standard. Learners who are studying this module as part of an apprenticeship should also refer to the Senior Leader Standards. Studying this module will support learners to produce suitable evidence for their e-portfolio to fully or partially meet specific Senior Leader standards listed below:
Organisational Performance – delivering a long-term purpose
• Knows how to shape organisational vision, culture and values. (K1)
• Understands organisational structures; business modelling; diversity; global perspectives; governance and accountability; the external environment, social, technological and policy implications. (K2)
• Use of horizon scanning and conceptualisation to deliver high performance strategies focusing on growth/sustainable outcomes. (S1)
• Sets a clear agenda and gains support from key stakeholders. (S2)
• Able to undertake research, and critically analyse and integrate complex information. (S3)
Enterprise and Risk:
• Knowledge of ethics and values-based leadership; regulatory environments, legal, H&S and well-being and compliance requirements; corporate social responsibility; risk management, environmental impact and cyber security. (K6)
• Understands competitive strategies and entrepreneurialism, approaches to effective decision making, and the use of big data and insight to implement and manage change. (K7)
• Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation and business continuity/risk management. (S7)
• Application of principles relating to Corporate Social Responsibility, Governance, Regulatory compliance. Drives a culture of resilience and supports development of new enterprise and opportunities. (S8)
Interpersonal Excellence Leading people and developing collaborative relationships:
• Uses personal presence and “storytelling” to articulate and translate vision into operational strategies, demonstrating clarity in thinking and using inspirational communication. (S13)
• Gives and receives feedback at all levels, building confidence and developing trust, and enables people to take risks. (S15)
Building Collaborative Relationships
• Understands large scale and inter-organisational influencing and negotiation strategies. (K12)
• Knowledge of the external political environment and use of diplomacy with diverse groups of internal and external stakeholders. (K13)
• Understands working with board and company structures. (K14)
• Knowledge of brand and reputation management. (K15)
Personal and interpersonal effectiveness
Leads by Example
• Works collaboratively enabling empowerment and delegation. Acts with humility and authenticity, is credible, confident and resilient. (B2)
Judgement and Challenge
• Takes personal accountability aligned to clear values. Instils confidence demonstrating honesty, integrity, openness, and trust. (B3)
• Demonstrates flexibility and willingness to challenge when making decisions and solving problems. (B4)
Courage & Curiosity
• Is confident and brave, willing to innovate, seeks new ideas and looks for contingencies. (B5)
• Manages complexity and ambiguity, comfortable in uncertainty, and is pragmatic. (B6)
• Engaging with all – is ethical and demonstrates inclusivity, recognising diversity, championing, and enabling cultural inclusion. (B7)
• Reflects on own performance, demonstrates professional standards in relation behaviour and ongoing development. (B9)
• Advocates the use of good practice within and outside the organisation. (B10)
K – Knowledge S – Skills B - Behaviours
Accomodation and Travel Expenses
Subject to provenance
Included in fees?
Please note that the information detailed within this record is accurate at the time of publishing and may be subject to change. This record contains information for the most up to date version of the programme / module for the 2021/2 academic year.