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Global Strategy & Business Dynamics

The course 'Global Strategy & Business Dynamics' (BBA 3205) aims to equip students with concepts and tools for developing organizational strategies in a global context, while enhancing critical analysis and teamwork skills. Key objectives include exploring global strategic challenges, practicing critical thinking, and understanding stakeholder perspectives. The course includes a comprehensive outline of topics, various assessment methods, and a suggested reading list to support learning.

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Lillian Kobusingye
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21 views2 pages

Global Strategy & Business Dynamics

The course 'Global Strategy & Business Dynamics' (BBA 3205) aims to equip students with concepts and tools for developing organizational strategies in a global context, while enhancing critical analysis and teamwork skills. Key objectives include exploring global strategic challenges, practicing critical thinking, and understanding stakeholder perspectives. The course includes a comprehensive outline of topics, various assessment methods, and a suggested reading list to support learning.

Uploaded by

Lillian Kobusingye
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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1.

Course Name: Global Strategy & Business Dynamics


2. Course Code: BBA 3205
3. Credit Units: 3 CU; Contact Hours: 45

4. Course Description:
The primary aim of this course is to learn about a range of concepts and practical tools for helping
organisational leaders to develop strategy and policy in a global context. An additional aim is for students
to continue to develop their critical analysis, writing, team working and presentational skills, which are
particularly important in the development of strategy. This course also seeks to develop a critical
understanding of organisations from stakeholders' perspective by examining organisational issues and
problems at both the macro and micro level. On the macro level, you will analyse the dynamic interaction
between an organisation and its environment to determine how it should be designed and what strategies it
should follow to optimize performance

5a. Course Objectives:


The aim of the course for students is to:
a. Explore the relationship between global strategic challenges, business policy and organisational
design
b. Practice critical thinking skills in developing organizational strategy and policy
c. Explain a stakeholder’s approach to understanding organisational contexts.

5b. Learning Outcomes:


By the end of the course, the student will be able:
● To demonstrate mastery of specific course concepts and apply them in exercises in realistic
organizational situations in a global context.
● To make well researched and reasoned arguments for alternative organizational policy, strategy and
design options
● To apply critical and creative thinking, problem solving, team work and communication skills
effectively to addressing these issues

6. Course Outline
Subject CH
a. Introduction to Globalization 3.0
b. Introduction to Strategy and Policy 3.0
c. Introduction to Global Strategy 3.0
d. Understanding “the winning aspiration” (Ethics/ Sustainability /Corp
Responsibility) 3.0
e. Understanding “where to play” (Analyzing…) 4.0
f. Understanding “how to win” (Competitive advantage) 4.0
g. Strategic Alignment (Operations, Corp Performance & Governance) 4.0
h. Business models in strategy making (Operations) 3.0
i. International Market Entry Methods 3.0
j. Global Supply Chain (Operations / Ethics / CSR / Sustainability) 3.0
k. International Human Resource Management (Operations) 3.0
l. Impact of disruptive innovation on global strategy 3.0
m. Working with risk in strategy making 3.0
n. Systems dynamics in strategic decision making 3.0
7. Mode of Delivery:
Lectures, group discussions, problem-based learning, practical work, tutorials, case studies, team work, and
individual presentations from key guest lecturers.
8. Assessment Methods
Progressive and summative assessments broken down as follows:
a. Practical assignments and participation Weighting (% of final grade): 40%
b. Final (Comprehensive) Exam Weighting (% of final grade): 60%

9. Suggested Reading List


The reading list for this course includes but shall not be limited to:
1. Ansoff, I. (1965). Corporate Strategy. New York
2. Ansoff, H. (2007). Strategic management. Springer.
3. De Kluyver, C. (2010). Fundamentals of global strategy: a business model approach . Business Expert
Press.
4. Hamel, G., & Prahalad, C. (1990). The core competence of the corporation. Harvard Business
Review, 68 (3), pp. 79-91.
5. Lafley, A., & Martin, R. L. (2013). Playing to Win: How Strategy Really Works. Boston: Harvard
Business Review Press.
6. MacAlister, J. (2016). Risky Strategy: Understanding Risk to improve Strategic Decisions. Bloomsbury
Publishing
7. Treacy, M., & Wiersema, F. (1995). The Discipline of Market Leaders. London: HarperCollins.
8. Volberda, H.W., Morgan, R.E., Reinmoeller, P., Hitt, M.A., Ireland. R.D. and Hoskissen, R.E. (2012).
Strategic Management: Competitiveness and Globalisation. South-West Press
9. Sterman, J. (2000). Business Dynamics Systems Thinking and Modeling for a Complex World Irwin /
McGraw-Hill

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