Tag: relevance

 ASSESSMENT 1 – REPORT – DIET 1

Aims of the Module/Assessment:

· Develop a critical awareness and understanding of strategy and its relevance and application to different contexts.

The learning outcomes assessed in this assignment include the student’s ability to:

· Demonstrate a critical understanding of fundamental, contemporary strategic theories and concepts.

· Critically evaluate and apply appropriate concepts of strategy to practice, across a range of organisational contexts

· Assess alternative approaches to strategy and justify particular courses of action

· Evaluate the implications of strategic decisions within different organisational and cultural contexts.

Assessment Specification:

Word Limit: 3,500 words

Weighting: 100%

Assignment Instrument: Report

Anonymous Marking: Yes

Submission Date:

Assignment Question:

Diet One:

Create a strategic profile of a company of your choice, and then evaluate that company’s current strategy in action. Finally identify and develop a strategic recommendation that you believe would significantly enhance the company’s performance in the market place.

Your assignment must be written as a business report format and should specifically address the following four sections.

· Section 1: Introduction. Introduce your report, the subject, the company and outline the structure to your answer. Within this, you are expected to outline the company’s market position, their recent performance, their competitive and the strategic direction they are moving in. (20%)

· Section 2: Evaluation. Develop a comprehensive strategic analysis of your chosen company. You are required to apply a variety of complimentary strategic frameworks (minimum of 5) in developing your analysis of the company, and its internal and external business environments. (40%)

· Section 3: Strategic Option. Develop a critical discussion around a viable and relevant strategic option for your organisation, that you feel can improve business performance. This discussion must draw from the profile and analysis (developed in sections 1 & 2) and should clearly demonstrate the merits, impact implications and risks of your proposed option is likely to have. (30%)

· Section 4: Conclusions. Draw specific conclusions about the strength of the organisation and your report. (10%)

Indicative Answer, Advice and Structure

An effective answer should consider the following:

In selecting the company students should consider choosing one that will have extensive information relating to it freely and readily available, for example, in the business/financial press, company reports, industry/market surveys and other such sources.

The assignment might be focused at the corporate organisational level (e.g. Diageo, Tesco, BT, Ag Barr or the IAG Group), or at a division/strategic business unit (SBU) level of the organisation (e.g. IAG’s British Airways Division). If a SME business is selected, be aware that information relating to it may not be as extensive or publicly available. You must ensure that a comparable range of data is accessible, which can be utilised and referenced within the report.

It is strongly advised that you agree the organisation that you are going to focus on, with your seminar tutor, well in advance.

The structure and indicative content of the report should be based upon the following main sections:

· Title Page – Matriculation number, title of the report, date and word count.

· Table of Contents – List of main section headings, sub-headings and page numbers.

· Introduction – Give an outline profile of your (chosen) organisation and the competitive business environment they operate within. Cover position, performance data, who the direct competitors are and the current strategy. This section should also provide an intended study path for your report, it’s purpose and the direction you intend to take and what structure you will adopt to deliver an effective answer to the question.

· Strategic Evaluation – A detailed profile of the organisation outlining the nature, scale and scope of the business and its core activities. Consider the competitive market it operates within clearly explaining the central elements of its competitive advantage.

· Develop a detailed profile and then analysis of the organisation’s internal and external contexts, by applying and analysing theoretical strategic frameworks used within the module (such as VRIO, Resources and Capabilities, the Strategic Clock, SWOT, PESTEL, Value Chain, Life Cycles, Porters 5 Forces, industry KFS and the Boston Matrix). Emphasis should be put upon understanding the practicalities and reality of the market conditions your organisation operates within.

· Strategic Option – From your strategic analysis (section 2) identify a strategic option, that your organisation could consider for the future. This may be in areas such as; Innovation, International development, C.S.R, Sustainability, Divestments or Integration.

· Choose a strategic option that you firmly believe will make a real difference to the organisation’s future performance. Explore and discuss the impact and implications of this option on the organisation, its key stakeholders, its market, and competitors. Use similar analysis and evaluation techniques (as employed in section 2) to generate substance and credence for your position.

· Conclusion – Extract the core outcomes from your report that relate significantly to the organisation’s strategic position and future competitiveness. Ensure that you include your key recommendation for the company and remind the reader of the key points regarding its strategic impact, specific benefits, implications and risks.

· References – A full listing of all academic citations and other sources of information, presented in the Harvard system of referencing.

· Appendices – Additional pages in support of information detailed within the main text of the report.

Your report MUST make extensive use and application of a variety of different appropriate strategic management frameworks used within the module (not just confined to those suggested within the indicative content above) and from associated reading of the subject (both textbooks and academic journals). There must also be demonstrable evidence of secondary based research in relation to the organisation and its strategic context.

Full reference details must be included in respect to the academic literature and all other sources of information used (reference to and use of material from such sites as Wikipedia are NOT acceptable).

This business management report should be presented in an appropriate and professional style with a coherent structure, logic and connected line of analysis, evaluation and reasoning.

NOTES WHICH APPLY TO DIETS 1, 2 and 3:

Plagiarism and the use of ‘Turnitin’

Plagiarism occurs when someone copies or reproduces another person’s words or ideas and presents them as their own with no proper acknowledgement via citation and referencing. In various universities students have been heavily penalised where plagiarism has been found. To ensure that you are not at risk of being accused of plagiarism you must always declare all the sources from which you have obtained material or ideas. Students should consult their student handbook for details of the manner in which plagiarism cases are dealt with at QMU. The appropriate section is to be found in the student handbook in Regulations, Section 24. http://www.qmu/quality/documents/Regulations-2010.pdf

Further information on referring to published material is available at:  http://www.qmu.ac.uk/lb/information/Guides/harvard_ref_guide.pdf

QMU provides ‘Turnitin’ as an academic resource to allow students to consider how they use secondary literature – this includes material from the internet, journals magazines, books and any other form of printed material. This enables you to check your own work to see if it is faulty.  Students are advised that it is their responsibility to engage with Turnitin. Students must make a final Turnitin report via that module’s WebCT site.  Reference will be made to this report if staff marking your work suspect there is plagiarism. In addition, students should be aware that where staff suspect plagiarism or the purchase of assignments, Turnitin and a wide variety of other resources will be used to check work.

Attendance Policy

Undergraduate students in the School of Business, Enterprise and Management must attend a minimum of 75% of interactive classes (i.e. all classes except lectures)

Extensions

Extensions are only granted for extenuating circumstances that are beyond a student’s control. In general, though not exclusively, extenuating circumstances will be of a medical or personal nature affecting the student for a period of time and/or during assessment. Examples include, but are not limited to, a serious illness, accident or bereavement. Independent documented evidence is required in advance of the exam/submission date. Students who consider they have suffered from circumstances beyond their control; who wish to apply for an extension on the grounds of extenuating circumstances should refer to the Extenuating Circumstances Guidelines available on the internet at www.qmu.ac.uk/quality , or from the School Office.

Word limits

The word limit for an assignment is part of the assessment criteria. There is a tolerance of 10% in excess of the word limit (e.g. 4000 word limit = + 400 words). Under QMU regulations, any excess over the word limit beyond the 10% will result in a maximum mark of 40%. You should state the number of words on the front of your assessment.

Late submission of assignment

If assignments are submitted after the due date but within one calendar week (i.e. up to 6 days after the submission date) a maximum mark of 40% can be achieved. If submitted after one calendar week (i.e. 7 days or more) a mark of 0% will be awarded.

ASSESSMENT FEEDBACK PRO-FORMA

Student Matriculation No: 00000000

Module Title & Code: Exploring Strategy – B3132

Assignment 1: Report – Weighting 100%

Criteria	Comments/Feedback
Introduction (20%)Sets Context and Profile. – Clearly identifies the task, develops subject and question context, develops a coherent, critical and connected line of argument and sticks to the point.
Knowledge & Content (70%)Use of frameworks, examples, theories, facts and research evidence are relevant and back-up and illustrate what is being said.Strategic Analysis 40%Strategic Option 30%
Conclusions & Style (10%)Provides specific conclusions about the strength of the organisations position and future.Presentation and Academic Style
Action point(s)Summary, to include guidance for improving practice

Marker: Date:

Moderator: Date:

Mark / Grade:

Students are reminded that the grade indicated is PROVISIONAL only. It must be confirmed by the External Examiner and ratified by the Board of Examiners. Please contact the internal examiner if you wish to discuss your feedback

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