Organisational Behavior and Management - 1

This course is tailored for higher education students eager to unravel the nuances of strategic management. The course unfolds the various layers of corporate strategy, starting with an introduction to strategic management, where students will gain insights into the role of mission, vision, and strategy in steering organizations towards success. By understanding the strategic process, learners will appreciate how these elements serve as the bedrock upon which successful company’s are built.

Part I commences by delving into the first stage: Strategic Analysis. Here, learners will scrutinize an organization’s strengths and weaknesses through internal analysis and explore market opportunities and threats via external analysis. This analytical journey culminates in a comprehensive SWOT and confrontation analysis, enabling students to contrast internal capabilities against external realities, providing the starting point for strategy development.

Transitioning to the second stage: strategy development, the course introduces a range of strategic frameworks. Concepts such as the ansoff matrix guide students through growth trajectories, while Treacy and Wiersema’s value disciplines illuminate pathways to market leadership. Kotler’s Marketing Theories elucidate customer-centric strategies, and the innovative blue ocean strategy encourages thinking beyond competitive boundaries. These frameworks collectively equip students with a nuanced understanding of strategy development amidst varied business landscapes.

Appeal for Teachers:

This course weaves a seamless narrative through the intricacies of strategic management, offering a structured and engaging learning journey. By compartmentalizing the strategic process into clear stages of analysis and development, it ensures clarity and depth. The adaptable curriculum fosters a holistic view that resonates with the complexities faced by today’s businesses.

This course is often taught in combination with Organisational behaviour and management 2.


  • Theory, questions, and solutions in a module
  • Developed by industry professionals, ensuring relevance and practical application
  • Case based learning preparing students for exams and/or professional assignments
  • Adaptive question module, offering instant feedback on thousands of questions to accelerate the learning experience
  • Customized learning journey aligned to your course’s learning objectives

Overview of Contents

Strategic Analysis

This part of the course commences with the role and position of a company's mission, vision and strategy. Next the analysis stage of the strategic process is covered, starting with the internal analysis to identify an organization's strengths and weaknesses. Frameworks covered include McKinsey's 7S framework and the BCG matrix. Next, various frameworks for external analysis are covered including the PESTEL framework and Porter's five forces model. Ultimately the external analysis culminates in the identification of opportunities and threats. The outcomes of the internal- and external analysis are translated to a SWOT analysis including a confrontation matrix which will provide the starting points for part II, strategy development.

Strategy Development

The second part of the course provides various frameworks for strategy development. Frameworks covered include: Treacy and Wiersema value propositions, Kotler's marketing theories, the Ansoff Matrix, the Blue Ocean Strategy and Turbulent Strategies to navigate volatile environments.
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