Introductory description

This is an elective available for non-WBS students.

• To develop an understanding of the range of methods and models available to support the development of effective strategic decision making.
• To equip students with the knowledge and skills to identify and apply a selection of methods that are appropriate for supporting the development of effective strategic decisions.
• To instill in students an appreciation of how the methods can be incorporated within the planning process.

Module web page

Module aims

Outline syllabus

This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.

A conceptual model of the strategic development process is introduced which identifies a set of essential elements. For example: vision development, strategy creation, strategy rehearsal and evaluation, performance measurement. Frameworks, methods and models to support the development process include but are not limited to:

• Corporate modelling
• System Dynamics for policy design
• Strategy formulation approaches including SWOT / TOWS analysis
• Gaming
• Scenario planning
• Visioning approaches
• Performance measurement

The module will focus on a selection of methods: this selection may vary from year to year. The teaching style emphasises the practical application of techniques for strategy support through the use of case studies and group exercises.

MMORSE 4th year students are given additional material relating to the course content – this involves additional contact time (lecture & discussion) and an additional component to an assessment.

Learning outcomes

By the end of the module, students should be able to:

• Understand the range of methods and models available to support the development of effective strategic decision making.
• Appreciate how the methods can be incorporated within the planning process.
• Work out how to analyse information and present it in an intelligble form.

Indicative reading list

Core Text:
F A O'Brien and R G Dyson, Supporting Strategy: Frameworks, Methods & Models, Wiley, 2007.

Other Illustrative Texts:
‘Strategic development and SWOT analysis at the University of Warwick’, European Journal of Operational Research, 152, 2004, 631-640.
Hertz DB, ‘Risk in Capital Investment Appraisal’, Harvard Business Review, 1964.
Hertz and Thomas, Risk analysis, Wiley, 1983.
Maani KE and Cavana RY, Systems thinking and modelling: understanding change and complexity, Prentice Hall, 2000.
Sterman JD, Business Dynamics: systems thinking and modelling for a complex world, London: Irwin/McGraw-Hill, 2000.
Warren K, Competitive Strategy Dynamics, Chichester: Wiley, 2002.

MMORSE 4th year students are given additional material on the evaluation of the use of tools to support strategy, for example:
O'Brien, F. (2011). "Supporting the strategy process: A survey of UK OR/MS practitioners." Journal of the Operational Research Society 62 (5): 900-920.
Rigby, D. (2001). "Management tools and techniques: A survey." California Management Review 43(2): 139-160.

Subject specific skills

Use a selection of the methods covered on the module in practical situations.

Transferable skills

Demonstrate written, analytical and verbal communication skills.
Utilise and develop analytic skills.
Convey their understanding of key concepts using different forms of communication (eg write reports, make presentations).
Use information technology (e.g. WP, www, specialist packages).
Work with others (e.g. teamwork).
Business analysis of real world scenarios.
Working in teams.
Presentation skills.
Communication skills.