FACULTY OF BUSINESS MODULAR SCHEME
TITLE: Developing Strategic Capability in Public Services
LEVEL: M
CREDIT RATING: 40
SUBJECT AREA: MANAGEMENT
MODULE TYPE: N/A
SEMESTER OFFERED: Both
COURSE(S) FOR WHICH MODULE IS ACCEPTABLE AND STATUS IN COURSE :
Faculty of Business MBA Framework Phase 3.
MBA: Public Service Management.
PRE-REQUISITES:
Phases 1 and 2 of the University of Brighton MBA or equivalent.
AIMS:
•
To develop students' ability to make informed recommendations for strategic implementation and
change.
•
To provide students with a critical understanding of different approaches to understanding
strategic management within the public service context and the relevant analytical models
•
To enable students to apply theory appropriately and effectively and to evaluate the use of models
and concepts for strategic management and change
•
To develop the ability to recognise the factors involved in securing effective resource allocation to
support activities and projects.
•
To develop understanding of the nature of change and how the characteristics of organisations
facilitate or hinder change processes
LEARNING OUTCOMES:
•
.
•
Ability to critically evaluate current research and established theories within the fields of strategy,
and change including the role of leadership.
Critically assess the political and economic context of contemporary public services.
•
Ability to utilise different financial models and accounting principles (including spreadsheets and
other techniques). when forecasting outcomes and performance.
•
Ability to critically examine and utilise in strategic planning and decision making performance
measurement and financial evaluation techniques including concepts such as 'Best value', 'Value
for Money Analysis', ratio analysis, cost benefit analysis in relationship to securing resources
•
Demonstrate the ability to critically evaluate the cost benefit and financial impact of alternative
strategies.
•
Critically assess the nature of change and how the characteristics of organisations facilitate or
hinder change processes
•
Demonstrate the ability to initiate, plan and carry out a substantial individual project, which should
show a balance between academic objectives and genuine engagement with live problems. Show
originality of thought either in terms of critical analysis or problem solving
•
Ability to continue personal and professional development.
CONTENT:
The links between subjects will be made on an ongoing basis as a core elements of the teaching and
learning approach. The formative assessment mechanism will also be a vehicle for integration of
knowledge.
STRATEGIC MANAGEMENT
Definition of corporate strategy and its role in the development of an undertaking.
The corporate environment
Corporate mission purpose and aspirations
Organic growth and business fragmentation. Optimal size.
The concept of synergy and its application to corporate strategy. Integration of organisations to achieve
synergy or to release value.
Corporate strategy in the political and economic context and technological evolution
Strategy and structure, culture and control linked to organizational design
STRATEGIC RESOURCE MANAGEMENT
The resource base model of strategy
Funding and allocations, alternative sources of finance - Private Finance Initiative etc.
Accountability, Cost benefit, Economy, Efficiency, Effectiveness, Equity, Best Value and VFM
The accounting information public service agencies are required to produce
Principles of income and expenditure reporting
Controls and accountability
Costing and Pricing
Introduction to Business Planning
Behavioural effects of budgetary control
Long Term and Strategic Planning - Investment Appraisal
Capital and operating costs of assets
Evaluating alternatives using NPV and payback techniques - the business case
ORGANISATIONAL DYNAMICS AND CHANGE
The phenomenon of change, planned and emergent, and the reciprocal influence of change at
personal, organisational and environmental levels.
Organisational indicators of need for change and readiness for change.
Soft systems methodology
Stakeholder analysis
The significance of the following to understanding and managing change:
• organisational structures
• organisational evolution
• organisational culture
• leadership
• managerial behaviour
• organisational learning
• resistance to change
• critical examination of prescriptive models of change management.
• managing self and others in change
LEARNING SUPPORT:
Curriculum areas
subject
Organisational Dynamics and
Change
Strategic Management
The strategic management of
resources in public services
contact
27 hours
27 hours
27 hours
Guided study
Organisational Dynamics and
Change
Strategic management
Strategy management of resources
attendance modes available
Part time intensive
1week (27 hr ) workshop
Part time intensive
1week (27 hr ) workshop
Part time intensive
1week (27 hr ) workshop
18 tutor hours per group
18 tutor hours per group
18 tutor hours per group
Students will have 81 taught contact hours with members of the module teaching team. The team will
comprise specialists in strategic management, financial management, organisational analysis and
change. They will also be allocated a supervisor on an individual basis for their report. Students will be
encouraged to make links between the subject areas on an ongoing basis. Tutorial support will be
available for a period after the end of the module in order to support student projects.
Students will have the opportunity join an action learning set or continue their existing set at the
beginning of the MBA phase.
Studies will be supported by the Brighton Business School Student Central..
READING LIST AND RESOURCES REQUIRED
STRATEGIC RESOURCE MANAGEMENT
ORGANISATIONAL DYNAMICS AND CHANGE
Latest edition of
Balogun, J and V.Hope Hailey Exploring Strategic Change. Prentice Hall
Burnes, B Managing Change - a Strategic Approach to Organisational Dynamics. Prentice Hall
Carnall, C Managing Change in Organizations. Prentice Hall
Checkland, P. Soft Systems Methodology, in Rosenhead, Rational Analysis for a Problematic World.
Chichester: John Wiley & Son.
Darwin, J et al Developing Strategies for Change. Prentice Hall
Mabey, C. & Mayon-White, B. (Eds.) Managing Change. London: Paul Chapman.
Patching, D. Practical Soft Systems Analysis. London: Pitman.
Senior, B Organisational Change. Financial Times. Prentice Hall
Thornhill, A et al Managing Change. Prentice Hall
Yulk, G Leadership in Organizations. Prentice Hall
STRATEGY and STRATEGIC RESOURCE MANAGEMENT
Latest edition of
Mintzberg, Lampel, Quinn and Ghoshal The Strategy Process: Concepts, contexts and cases
PrenticeHall
Collis & Montgomery Corporate Strategy: a resource based approach McGraw-Hill
Johnson & Scholes Exploring Public Sector Strategy Financial Times - PrenticeHall
Grant, Contemporary Strategic Analysis. Blackwell
Stacey, R.D. Strategic Management and Organisational Dynamics. London: Pitman.
Jenkins & Ambrosine Strategic Management: a multi-perspective approach Palgrave
Hudson, M Managing Without Profit, Directory of Social Change
Besanko et al. . Economics of Strategy.
Buckley & Michie. . Forms, Organisations and Contracts.
Journals
Academy of Management Journal
California Management Review
Financial Times
Journal of Finance
Journal of General Management
Long Range Planning
Sloan Management Review
Strategic Management Review
On-Line Journals
There are a wide range of journals and indices On-Line via the Library and Google Scholar which are
very useful and should be used.
Emerald Fulltext has a number of journals that are focused on the public sector and have material based
on UK experience. E.g.: British Journal of Clinical Governance
Development & Learning in Organizations
International Journal of Education Management
International Journal of Public Sector Management
Journal of Business Strategy
Journal of Education Administration
Journal of Management in Medicine
Journal of Organizational Change Management
Leadership & Organizational Development Journal
Policing: An international Journal of Police Strategy and Management
Strategic Direction
World Transport Policy and Practice
Websites
Additionally there are lots of websites where various public sector organisations publish their material.
This is not academic literature. It is closely akin to public relations material but is of interests to
students of the public and third sector.
Directory of Social Change http://www.dsc.org.uk/
NHS service delivery http://www.sdo.lshtm.ac.uk/
Cabinet Office http://www.cabinetoffice.gov.uk
Direct-gov http://www.direct.gov.uk
Local Government Association http://www.lga.gov.uk/
TEACHING & LEARNING STRATEGIES:
The theories, models and concepts of each subject area will be introduced and students will be required
to apply these in order to consolidate learning. They will be encouraged to make conceptual links
between subjects. Short lectures to introduce theories, followed by individual or small group work and
plenary discussions will be used. Short case studies will be used to provide examples of principles and
provoke discussion. Students will undertake comparative analyses of different organisations in order to
broaden perspectives. Students will also present their work in progress and exchange constructive
feedback.
During the guided study period students will be encouraged to focus on the personal and professional
dimensions of strategic thinking as well as acquisition of the subject disciplines and their applications.
ASSESSMENT :
Students will be required to undertake an investigation into a real organisational problem(s)/ issue(s)
that enables them to demonstrate the learning outcomes. Normally, the study should be based within
the student’s employment organisation, where this is inappropriate; students should ensure that they
have good access to a wide range of relevant quantitative and qualitative data.
Students will be required to apply appropriate models, concepts and procedures to a public service
organisation in order to critically evaluate its strategic situation and future options. This will require
students to analyse the organisation’s capabilities and its capacity to develop its capability by change in
relationship to the demands of its environment.
Alternatively students may investigate a number of different organisations performing equivalent tasks.
(For example useful insights might be obtained by studying ambulance services in different regions
and countries or by comparing private agency fostering with Social Services fostering.)
The report will have an indicative length of 15,000 words, but will normally be supported with
appendices containing back ground information, reports and data that are not freely available in the
public domain.
At the discretion of the course leader, a student may combine the report for this module with the
elective and produce an extended report of 20,000 words.
Formative assessment
Learning be supported by a series of analytic activities which students will be required to undertake
during the module delivery. Developmental feedback on these will be given by peers and tutors.
BRIEF DESCRIPTION OF THE MODULE:
This module is designed to prepare managers on exit from the MBA to deal effectively with new and
challenging situations at strategic level within public service organisations. It will allow them to
analyse and evaluate current practice in the light of academic research whilst being secure in the
advanced knowledge available within the management discipline. They will be well placed to initiate
and lead new developments; improve current practice; and be capable of comprehending and
integrating issues which cross functional or sectoral boundaries.
The module thus aims to develop the qualities needed for employment in circumstances requiring
sound judgement, personal responsibility and initiative in complex and unpredictable professional
environments.
Area Examination Board:
Faculty:
Module Writer(s):
Date of Approval:
Management
Business
Revised version:
Richard Morland
Tove Sorensen-Bentham
External Examiner:
Site where delivered:
Gary Rees
Mithras House
Date of Last Revision:
July 2005