Managing Organisations for Growth

BMAN73662 Managing Organisations for Growth 15 Semester 2 Postgraduate Taught Level 7 Dimitrija Kalanoski Unit coordinator 1 FHEQ level (Framework for Higher Education Qualifications) ' Masters/Integrated Masters P4 ' European Credit Transfer & Accumulation System Rating : 7.5 The course unit focuses on strategic aspects of organizational growth. Growth within an organization does not materialize by chance; instead, it is the result of meticulous planning in key areas such as talent acquisition, human capital utilization, augmented operational efficiency, capacity expansion, and innovation responding to market demand. While the causal link between individual decisions and the overall growth of an organization might seem nebulous, growth invariably hinges on decisive interventions. Consequently, an organization can witness growth only when its members engage in activities that act as positive catalysts, propelling them towards the realization of the goals pertaining to either the organization as a whole or its individual members. The course will facilitate students' understanding of the defining factors in organizational growth, bridging the gap between academic theory and managerial practice. We will examine managerial and corporate issues through case studies, interaction with industry professionals, and a detailed exploration of various tools and key methods essential for tackling problems related to organizational growth. The course unit focuses on strategic aspects of organizational growth. Growth within an organization does not materialize by chance; instead, it is the result of meticulous planning in key areas such as talent acquisition, human capital utilization, augmented operational efficiency, capacity expansion, and innovation responding to market demand. While the causal link between individual decisions and the overall growth of an organization might seem nebulous, growth invariably hinges on decisive interventions. Consequently, an organization can witness growth only when its members engage in activities that act as positive catalysts, propelling them towards the realization of the goals pertaining to either the organization as a whole or its individual members. The course will facilitate students' understanding of the defining factors in organizational growth, bridging the gap between academic theory and managerial practice. We will examine managerial and corporate issues through case studies, interaction with industry professionals, and a detailed exploration of various tools and key methods essential for tackling problems related to organizational growth. To encourage students to develop strategic thinking with respect to organizational growth. To examine multidimensional tasks of managerial decision making within different contexts, taking into consideration constraints and various external influences to drive organizational growth. Hone the ability of students to effectively appraise corporate growth potential and devise strategies, even when faced with unpredictable elements like competitive, political, legal, and economic forces – as sources of uncertainty. To provide students with an opportunity to improve their written and/or oral presentation skills. To equip students with the tools needed for conducting academic research in Strategic Management, particularly concerning organizational growth. It involves engaging in academic conversations in the field by critically evaluating and integrating previous research. Furthermore, it encourages the formation and defense of a unique academic stance, enriched by the utilization of various methodologies in Strategic Management, such as case studies, quantitative, and qualitative research approaches.   Conduct research on organizational growth and managerial duties to solve corporate growth problems in complex, dynamic, and increasingly international competitive landscapes.Construct evidence-based arguments for solving problems in corporate growth and corporate growth strategies.  Apply insights into strategic and operational decision-making to solve organizational growth problems.Construct strategic growth reports incorporating analytical, qualitative, and quantitative evidence-based arguments for a mix of technical and non-technical corporate clients to facilitate decision making.Critically evaluate the literature on corporate and competitive strategy, with a focus on corporate growth, to address practical problems faced by corporations. This by recognizing the unique attributes and perspectives found in diverse management and strategy theories, methods, assumptions, as well as in observed phenomena. 0 Other 100% Individual Case Assignment (50%)Group Assignment Report (50%) Informal advice and discussion during a lecture, seminar, workshop, or lab. Responses to student emails and questions from a member of staff including feedback provided to a group via an online discussion forum. Written and/or verbal comments on assessed or non-assessed coursework. Written and/or verbal comments after students have given a group or individual presentation. BMAN73662 Programme Req: BMAN73662 is only available as an elective to students on MSc Business Analysis & Strategic Management MSc Bus Analysis & Strat Mgt MSc Bus Analysis & Strat Mgt PGDT Taught Component Optional N Core Text: Given the intricate and multifaceted nature of factors propelling corporate growth, this course will forgo the dependence on a singular primary textbook. Instead, we shall harness the intellectual richness of seminal academic journal articles to distil contemporary theories, postulations, and case studies, thereby fostering a profound knowledge acquisition. Prior to the commencement of the first session — and as a resource to be utilized throughout the course duration — we encourage students to acclimatize themselves with the classic scholarly articles pertinent to the subject matter, found below:Industry Determinants of Growth Scherer, F. M., & Ross, D. (1990). Industrial market structure and economic performance. University of Illinois at Urbana-Champaign's Academy for entrepreneurial leadership historical research reference in entrepreneurship. Hamilton, R. T., & Shergill, G. S. (1992). The relationship between strategy‐structure fit and financial performance in New Zealand: Evidence of generality and validity with enhanced controls. Journal of management studies, 29(1), 95-113.Portfolio- and Competitive-level strategy Bourgeois III, L. J. (1980). Strategy and environment: A conceptual integration. Academy of management review, 5(1), 25-39. Palepu, K. (1985). Diversification strategy, profit performance and the entropy measure. Strategic management journal, 6(3), 239-255. Varadarajan, P. R., & Ramanujam, V. (1987). Diversification and performance: A reexamination using a new two-dimensional conceptualization of diversity in firms. Academy of Management Journal, 30(2), 380-393. Palepu, K. (1985). Diversification strategy, profit performance and the entropy measure. Strategic management journal, 6(3), 239-255. Porter, M. E. (1997). Competitive strategy. Measuring business excellence, 1(2), 12-17. Feeser, H. R., & Willard, G. E. (1990). Founding strategy and performance: A comparison of high and low growth high tech firms. Strategic management journal, 11(2), 87-98.Top Management Determinants of Growth Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of management review, 9(2), 193-206. Gupta, A. K. (1984). Contingency linkages between strategy and general manager characteristics: A conceptual examination. Academy of management Review, 9(3), 399-412.Further supplementary reading materials, especially journal articles, are indicated in the detailed programme above. The text is available at the library. Lectures 20 Seminars 10 0 120 Informal Contact Method Office Hours (by arrangement via email) Online Learning Activities (blogs, discussions, self-assessment questions)