Skip to navigation | Skip to main content | Skip to footer

BSc (Hons) Management (Innovation, Strategy and Entrepreneurship) with Industrial/Professional Experience

Gain the skills required to become a dynamic manager and focus on your chosen specialism 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 innovation, strategy and entrepreneurship whilst still benefitting from a huge amount of choice across this flexible course, which includes a work placement in your penultimate year of study.

Explore strategic innovation management, strategic decision-making, entrepreneurship and small business development through real case studies.

Course statistics

98%

of placement students achieved first or upper second class degrees between 2015-17

288

students joined our management courses in 2017

£29k

Average salary within 6 months (DLHE)

Research icon

Selected course units delivered by Masood Enterprise Centre >>

Key rankings

Ratings icon

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

Global icon

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

BSc Management (Innovation, Strategy and Entrepreneurship) with Industrial / Professional Experience / Course details

Year of entry: 2019

Course unit details:
Behavioural Strategy

Unit code BMAN31731
Credit rating 10
Unit level Level 3
Teaching period(s) Semester 1
Offered by Alliance Manchester Business School
Available as a free choice unit? No

Overview

  • Managerial cognition and competitive advantage
  • Sensing, shaping and selling opportunities and threats
  • Strategic persistence and cognitive inertia
  • Organizational learning
  • Top management teams and the composition of executive groups
  • Strategic decision making 1: Rational and behavioural perspectives
  • Strategic decision making 2: Cognition and emotion in strategic choice
  • Guest lecture: Behavioural strategy in action
  • Managing strategic change 1: Winning hearts and minds
  • Managing strategic change 2: Escaping the identity trap

Lecture slides, workshop resources/exercises and supplementary materials (cases, videos, links to relevant additional readings) to be posted in Blackboard. Interactive facilities (e.g. online discussions, message boards) support the coursework assignment.

Pre/co-requisites

Students must be registered on BSc Mgmt/Mgmt (Specialism), IM, IMABS or ITMB.

Aims

Overview
Behavioural strategy is a new approach to business strategy that uses insights from the behavioural sciences to understand and improve the strategic management of organizations. In this course, students use this approach to look at some interesting questions. Why do executives frequently make such poor judgments (e.g. BP, Enron, Lehman Brothers, Royal Bank of Scotland)? Do managers act 'rationally', and does it matter? Why are strategic decisions so difficult, and how can organizations make better ones? How are successful firms like Intel able to reinvent themselves constantly while others (e.g. Nokia, Blockbuster, HMV) fail to change with the times?
The course is designed for students interested in the human forces behind the success (and failure) of business organizations. As such, it is suitable for those interested in understanding the 'real' challenges of strategic leadership or those aiming for careers in general management or consulting.

Aims
- To provide an appreciation of the major behavioural (i.e. cognitive, emotional, social, cultural, political) challenges associated with the strategic management process
- To analyse the behavioural microfoundations of organizational strategic adaptability, from opportunity recognition to effective strategic decision making and managing strategic change
- To introduce students to a range of concepts, tools, techniques and processes designed to understand and enhance strategic thinking and behaviour, with a view to improving the strategic flexibility of organizations

Learning outcomes

On completion of this course, students will be able to:
- Explain how behavioural theories and concepts can be applied to understand and potentially improve the strategic management process
- Analyse the major behavioural challenges associated with sensing and shaping opportunities and threats, making effective strategic decisions and managing strategic change processes
- Critically evaluate the various tools and techniques available for overcoming cognitive and emotional barriers to effective strategic change
- Assess behavioural factors when designing structures and processes that influence the dynamic capabilities of organizations

Teaching and learning methods

The course uses a mix of traditional lectures and interactive workshop sessions.The workshops involve various practical exercises run by the course lecturer. The course also includes a guest speaker from industry discussing behavioural strategy 'in action'. Students analyze contemporary business cases and real world examples of strategic management.

Lecture hours: 12 (12 x 1 hour)

Seminar hours:12

Private study: 76 (reading and self study plus preparation for lectures, workshops and assessments)


Total study hours: 100

Informal Contact Methods
TBA

Assessment methods

100% coursework, including an individual case study report analysing behavioural strategy in action in a firm/industry of your choice.

 

Feedback methods

Methods of Feedback to Students
- Informal advice and discussion during lectures and workshops
- Online exercises and quizzes delivered through the Blackboard course space
- In-class quizzes using clicker voting technology
- 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 coursework, including detailed individual comments on electronic submissions
- Generic feedback posted on Blackboard regarding assessment performance

Recommended reading

Indicative Reading

Ariely, D. 2009. Predictably irrational: The hidden forces that shape our decisions. New York: Harper.
Eisenhardt, K. M. 1999. Strategy as strategic decision making. Sloan Management Review, 40(3): 65-72.
Finkelstein, S., Hambrick, D. C., & Cannella, A. A. 2009. Strategic leadership. Oxford: Oxford University Press.
Gavetti, G., & Rivkin, J. W. 2005. How strategists really think: Tapping the power of analogy. Harvard Business Review, 83(4): 54-63.
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.
Hodgkinson, G. P., & Healey, M. P. 2011. Psychological foundations of dynamic capabilities: Reflexion and reflection in strategic management. Strategic Management Journal, 32 (13): 1500-1516.
Kahneman, D. 2011. Thinking, fast and slow. London: Allen Lane.
Kets de Vries, M. F. R. 1984. The neurotic organization. San Francisco: Jossey-Bass.
Lovallo D, Sibony O. 2010. The case for behavioral strategy. McKinsey Quarterly. March: 30-43.
Loewenstein, G. 1996. Out of control: Visceral influences on behavior. Organizational Behavior and Human Decision Processes, 65(3): 272-292.
March, J. G. 1994. A Primer on decision making: How decisions happen. New York: Free Press.
Mintzberg, H., Ahlstrand, B., & Lampel, J. 2009. Strategy safari. London: Prentice Hall.
Rumelt, R. 2011. Good strategy, bad strategy: The difference and why it matters. London: Profile Books.
Thaler, R. H. & Sunstein, C. R. 2008. Nudge: Improving Decisions about Health, Wealth and Happiness. Yale University Press.
Teece, D. J. 2007. Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28: 1319-1350.


 

Study hours

Scheduled activity hours
Lectures 12
Seminars 12
Independent study hours
Independent study 76

Teaching staff

Staff member Role
Mark Healey Unit coordinator

Additional notes

Pre-requisites: None

Co-requisites: None

Dependent courses: None

Programme Restrictions: BSc Management and Management (Specialisms), BSc International Management and BSc International Management with American Business Studies.

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

For Academic Year 2018/19

Updated: May 2018

Approved by: March UG Committee

Return to course details

Undergraduate Take the next steps

Take the next steps

Find out more...