This module explores the theory and practice of strategy within the context of public service organisations, this is considered to include all for whom profit is not a fundamental issues, not just government but NGOs and the like.
The module focuses on the importance of context in public sector strategy, encouraging critical engagement with the economic, social and institutional factors that shape strategy, and their relation to issues of leadership, politics, identity and learning. It takes a highly critical position on the Strategy Consultant model, Homos Strategicus, and argues for an individual and imaginative approach to strategy formulation that takes a bespoke rather than modelled position. It criticises the modelled position, the generic consultant approach from the economic theory of the declining rate of profit.
The course will endeavour to illustrate the role of Strategy in the International Political Economy. There will be no main set book, but instead theoretical journal readings and a few key chapters from a variety of books. Students will undertake a group simulation and be introduced to the practical factors that influence strategic decision making.
Module learning outcomes
On successful completion of the course students will be able to:
1. Research a range of strategic analysis tools, models and techniques;
2. Select a number of these to develop a plan of action to apply to a simulated public organisation;
3. Evaluate the effectiveness of the tools developing this plan;
4. Describe likely scenarios that will impact the simulated public organisation;
5. Reflect on the effectiveness of strategic management tools and techniques in learning, action and their own development and future as a strategist;
6. Appraise the role of formal planning in none-profit organisations.
Students will work on a case in diverse teams; the case will be dynamic with the decisions of one team affecting all the others potentially.
There will be competitive and co-operative elements in the case, therefore negotiation skills inside and outside the team will be integral to success.
Students will learn individual and group presentation skills.
Students will develop team working approaches.
There will be a consideration of the differences between public and private positions on strategic issues.
Students will have an opportunity to keep a reflexive diary of the type required by professional institutes for personal and professional development
% of module mark
Essay/coursework Group Peer Assessment Report (500 Words or verbal equivalent)
Written feedback on visions document Written and verbal formative feedback on discussions and presentations conducted throughout the course Assessment: written feedback Reassessment: written feedback Group Meeting to discuss peer assessment, course leader will chair if agreement cannot be met.
General Feedback Opportunities: 4 office hours a week Bookable google calendar slots
Mintzberg, H. (2008). Strategy bites back: it is a lot more, and less, than you ever imagined. Harlow: Financial Times Prentice Hall.
Johnson, G. (2001). Exploring public sector strategy. Harlow: Prentice Hall.
Glauco, D V. (2002), Does Assessed Multicultural Group, Assessment & Evaluation in Higher Education, vol. 27, issue 2, pp. 153-161.
Babnik Faculty of Health Sciences, University of Primorska, (2014). The mission statement: organisational culture perspective, Industrial management & data systems, vol. 114, issue 4, pp. 612-627.
Campbell, A. and Young, S. (1991). Creating a Sense of Mission, Long Range Planning, vol. 24, issue 4, pp. 10-20.
Chapman, (2006). Anxiety and defective decision making: an elaboration of the groupthink mode, management decision, vol. 44, issue 10, pp. 1391-1404.
Wilkinson, G. and Monkhouse, E. (1994), Strategic planning in public sector organizations,
Grant, Robert M., 1948- (2010). Contemporary strategy analysis: text and cases. Chichester: John Wiley & Sons Chapter: The Concept of Strategy.
Llewellyn, S. and Tappin, E. (2003), Strategy in the Public Sector: Management in the Wilderness, The Journal of Management Studies, vol. 40, issue 4, pp. 955-982.
Moore, M. F. (2009). Capitalism. Paramount
Garvin., David A., and Lynne C., Levesque., (2005), A Note on Scenario Planning, Harvard business review