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BSc (Hons) Management (Accounting and Finance)

Gain the skills required to become a dynamic manager and focus on accounting and finance from second year onwards.

Study core and specialist areas of business and management according to your personal or academic interests or career ambitions. Specialise in accounting and finance whilst still benefitting from a huge amount of choice across this flexible course.

Graduate employers look for candidates with work experience, practical skills and professionalism. This course is available with an optional work placement year. Put theory into practice, build your confidence, earn a salary and enhance your employability.

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This course is also available with a work placement >>

288

students joined our management courses in 2017

91%

in work or further study within 6 months (DLHE)

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Ranked 4th in the UK for business and economics (source: THE 2017)

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Ranked 22nd in the world for business and economics (source: THE 2017)

BSc Management (Accounting and Finance) / Course details

Year of entry: 2020

Course unit details:
Foundations of Strategy and Innovation

Unit code BMAN24442
Credit rating 20
Unit level Level 2
Teaching period(s) Semester 2
Offered by Alliance Manchester Business School
Available as a free choice unit? No

Overview

This course introduces foundational strategy and innovation concepts. This foundation is designed to help students understand i) how managers make effective strategic decisions in today’s dynamic business environment to acquire long term competitive advantage, and ii) what innovation is, its processes and sources and why it matters in business organisations.

 

Pre/co-requisites

NONE

 

Aims

  1. To introduce key theories and foundational concepts from the fields of strategic management and innovation.
  2. To help students understand which strategies are more likely to lead to long term success.
  3. To help students understand processes of technological and business model innovation.

 

Learning outcomes

On successful completion of the course unit, students should be able to:

  • Understand the concepts of strategy and innovation and their importance to achieve competitive advantage in dynamic business environments.
  • Understand which strategies are more likely to lead to long-term competitiveness and success.
  • Identify the different main theoretical approaches used in the literature to study strategy and innovation and their applicability in specific contexts.
  • Apply strategy and innovation concepts and theoretical views to real business organizations, and think creatively about alternative courses of action and recommendations for improving their innovation performance.

 

Syllabus

  • Introduction and overview
  • Definition of innovation and innovation types
  • Definition of strategy and strategy types (emergent vs deliberate)
  • Descriptive strategic management views: the design and planning schools, the Porterian school, and the resource-based view of firm
  • The innovation process and the sources of innovation
  • Technological innovation curves
  • Strategic leadership
  • Managerial cognition and learning
  • Capabilities and resources for innovation
  • Business model innovation
  • Disruptive Innovation
  • Conclusion and summary

 

Teaching and learning methods

Lectures and workshops

Employability skills

Analytical skills
students will be able to critically asses key different views on strategic management, and its implications for the development of innovation strategies ¿ Commercial awareness. The course will develop commercial awareness by enabling students to understand which strategies and structures are more likely to lead to success in innovation, and why some companies are able to innovate and others are not.
Group/team working
via the group assignment students will learn to work collectively as effective and efficient group members, including organising, contributing and motivating others.
Problem solving
the group assignment will allow students to acquire skills needed to apply theory and empirical evidence to develop informed solutions to problems associated with achieving competitive advantage via innovation

Assessment methods

Exam: 75% - 2 hours

2500 word group report: 25%

 

Feedback methods

Written feedback on coursework assignment and verbal feedback in lectures and via Blackboard

Recommended reading

Mintzberg, H., Ahlstrand, B., & Lampel, J. (2009) Strategy Safari. London: Prentice Hall.

Whittington, R. (2000) What is strategy, and does it matter? 2nd Edition. London: Cengage Learning EMA.

Schilling, M. (2017) Strategic Management of Technological Innovation. New York: McGraw-Hill.

Dodgson, M., A. Salter and D. Gann (2008) The Management of Technological Innovation. Strategy and Practice. Oxford: Oxford University Press.

Johnson, G., Scholes, K. and Whittington, R., (2017). Exploring corporate strategy: text & cases. Pearson education (Previous edition was published in 2014).

Tidd, J. and Bessant, J. (2013) Managing Innovation: Integrating Technological, Market and Organisational Change. 5th edition (published by Wiley). (The 4th edition was published in 2009).

 

Study hours

Scheduled activity hours
Lectures 22
Tutorials 5
Independent study hours
Independent study 173

Teaching staff

Staff member Role
Mercedes Bleda Unit coordinator

Additional notes

Pre-requisites: None

Co-requisites: None

Dependent courses: None

This course is available to students on the following programmes:

Only available to students on: Mgt/Mgt Specialism; IMABS; IM; and ITMB.

Timetable
https://ughandbook.portals.mbs.ac.uk/Myprogramme/Teachingtimetables.aspx

For Academic Year 2019/20

Updated: March 2019 

Approved by: March UG Committee

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