| Unit name | Realising Strategy |
|---|---|
| Unit code | MGRCM1405 |
| Credit points | 20 |
| Level of study | M/7 |
| Teaching block(s) |
Academic Year (weeks 1 - 52) |
| Unit director | Dr. Doherty |
| Open unit status | Not open |
| Pre-requisites |
MGRCM1401 - The Context of Strategic Management. MGRCM1402 - Strategy and strategic Management. |
| Co-requisites |
None |
| School/department | School of Economics, Finance and Management |
| Faculty | Faculty of Social Sciences and Law |
A change in strategy inevitably means a change in the way internal structures and people are organised. the strategic manager needs to be sensitive to the impacts of strategy on people, organisation and culture before embarking on major change. Without that sensitivity to change impacts, the likelihood of unintended consequeces disrupting pursuit of the chosen strategic direction is high. This unit is designed to enable students to understand how the dynamics of change within organisations play out in practice, using a variety of theoretical and practice lens to understand and interpret these changes impacts. Organisations are increasingly organising on a programme and project basis, where the project becomes a major instrument of strategy realisation. This unit takes a critical perspective on projects, reflecting on how projects might best be managed in the light of the broader organisations's culture and values. The main approaches to strategic change will be reviewed, and their efficacy evaluated using living case studies drawn from students experiences of change programmes.
