STRATEGIC PLANNING AND FINANCE FOR MANAGERS

SHE Level 5
SCQF Credit Points 15.00
ECTS Credit Points 7.50
Module Code MMW226530
Module Leader Thomas Peschken
School GCU London
Subject GCU London
Trimester
  • B (January start)

Summary of Content

The module explores the management of international strategy and finance. The strategy component will focus on developing students' knowledge around strategic management and how firms design and implement strategies at the international level. The module begins with developing the fundamental understanding around the concept of globalization and its importance for contemporary organizations and business patterns that are shifting particularly with reference to emerging economies of the East. There will be a focus on origin, description, and drivers of strategies with particular reference to strategic management models and frameworks for developing business in the international market. Emphasis will also be laid on the different types of strategic choices international organizations have when thinking of doing business globally and the risks associated in doing so. Due to the role and importance of various stakeholders in international business, focus will be laid on stakeholder analyses. The Finance component will focus on developing an understanding about the role, importance, and sources of finance when conducting businesses internationally. The module will particularly focus on financial management and planning to help students understand and address financial issues facing international firms.

Syllabus

-360b7 The global context ('Globalization' - definitions, origins, changing patterns in world trade and investment, global economic shift from West to East, the rise of emerging markets and the concept of interdependent world) b7 Origin, process, content and drivers of strategy (rational strategic management models and frameworks for developing business in international markets) b7 Tools and frameworks for undertaking strategic analyses and evaluating organization's strategy b7 Vision, mission, corporate objectives, and connection to business model and creation of business value b7 Designing strategies for growth and implementation challenges b7 Introduction to Finance (introduction to financial assets, financial markets and economy, investment process, and key players) b7 Financial management and planning (managing and planning short term, medium term and long term finance; working capital management)

Learning Outcomes

On successful completion of the module the student should be able to:-1. Apply a range of analytical tools and frameworks to assess and develop a firm's strategic capability, competences, and competitive position in a variety of global settings. CW1, CW22. Use analytical methods and techniques to evaluate the financial performance and sustainability of a firm's strategy. CW1, CW23. Critically evaluate the challenges and choices that firms face when formulating and implementing innovative strategies to create sustainable business value. CW24. Understand the need, importance, planning and management of finance by international firms including the sources of finance available to them. CW2

Teaching / Learning Strategy

The teaching and learning strategy includes the use of a variety of techniques including lectures, workshops, seminars, and tutorials conducted by academic staff to develop efficient and effective understanding of knowledge. Moreover, the module delivery will often be facilitated by guest speakers from the industry to establish practical understanding of academic topics/issues as the aim is to bridge the gap between theory and practice. There will also be extensive use of case studies to give students the opportunity of learning from real-time examples. Some of these case studies will be required to resolve in groups to focus on joint/group understanding, which is essential for business managers of the future. The use of cases set in different contexts intends to promote 'situated learning' and allows students to stand in the shoes of real time managers and view problems from their angle who are confronted with strategic challenges, choices, and decisions frequently. Online learning can be used to complement face-to-face learning in a blended delivery and also as a pure online mode through the GCU Learn Blackboard VLE. The online pedagogic approach involves the use of uploaded learning materials, learning activities and engagement through both synchronous and asynchronous tools; including discussion boards, padlet, quizzes and Collaborate.

Indicative Reading

Due to its integrative nature, there is no core text for this module. Essential reading gives a selection of core texts in both the areas of Strategy and Finance. Reading will be recommended by lecturers from the texts listed below, as well as from journal articles (highlighted below) and web sites. Students are also expected to undertake their own literature search relating to their assessments. Recommended Reading List - Arnold, G. (2008) Corporate Financial Management (4 th edition). Prentice Hall. - Atrill, P. and McLaney, E. (2013) Accounting and Finance for Non-Specialists (8 th edition). Pearson. - Boddy, D. (2010) Management: An Introduction (5 th edition). Harlow: Prentice Hall. - Cavusgil, T., Knight, G., and Risenberger, J.R. (2012) International Business: Strategy, Management and the New Realities (2 nd edition). Pearson International. - Clegg, S., Carter, C., Kornberger, M. and Schweitzer, J. (2011) Strategy: Theory & Practice. Sage. - Cole, G.A. and Kelly, P. (2011) Management: Theory and Practice (7 th edition). Basingstoke: Cengage Learning. - Crane, A. and Matten, D. (2010) Business Ethics: Managing Corporate Citizenship and Sustainability in an Age of Globalisation (3 rd edition). Oxford University Press. - Dyson, J.R. (2010) Accounting for Non-Accounting Students (8 th edition). Financial Times/Prentice Hall. - Handy, C. (1996) Understanding Organizations. New York: Penguin. - Hill, C.W. (2013) International Business: Competing in the Global Marketplace. South Western/Cengage Learning. - Huczynski, A. and Buchanan, D. (2007) Organizational Behaviour: An Introductory Text. Pearson. - Kelly, P. (2009) International Business and Management. South-Western/Cengage - Lasserre, P. (2012) Global Strategic Management (3 rd edition). Palgrave. - Lynch, R. (2012) Strategic Management ( 6 th edition). Pearson. - Peng, M.W. (2013) Global Strategy (3 rd edition). South-Western/Cengage Learning. - Rayner, C. and Smith, A. (2005) Managing and Leading People. CIPD. - Verbeke, A. (2013) International Business Strategy (2 nd edition). Cambridge University Press. Academic Journals - California Management Review - European Management Journal - European Management Review - Journal of International Business Studies - International Business Review - International Marketing Review - Management International Review - Journal of Finance - Journal of Corporate Finance - Financial Management - European Financial Management - Journal of Business Finance and Accounting - Journal of Financial Markets

Transferrable Skills

By the end of this module students will have gained competence in the following key areas: TRADITIONAL ACADEMIC SKILLS - - Ability to apply knowledge to real-life scenarios - Logical deduction and critical analysis, - Problem-solving - Written and Spoken communication - Computer literacy and research skills PERSONAL DEVELOPMENT SKILLS - - Self-confidence - Self-discipline - Awareness of strengths and weaknesses - Creativity - Knowledge of international affairs - Honesty and regard for others ENTERPRISE OR BUSINESS SKILLS - - Entrepreneurial skills in the context of innovation - Ability to prioritise tasks and time management - Interpersonal skills - Presentational skills - Ability to work in teams and leadership skills, commercial awareness, flexibility, innovation, independence and risk-taking

Module Structure

Activity Total Hours
Lectures (FT) 24.00
Assessment (FT) 40.00
Tutorials (FT) 2.00
Independent Learning (FT) 72.00
Seminars (FT) 12.00

Assessment Methods

Component Duration Weighting Threshold Description
Seen Case Study Exam 2.00 50.00 45% Exam based on a Seen Case Study
Presentation n/a 50.00 45% Presentation (Group or DL individual with group discussion) - presenting an internal and external audit of a company (25-30 mins)