| Module Code: |
H8SMA |
|
Long Title
|
Strategic Management
|
|
Title
|
Strategic Management
|
| Module Level: |
LEVEL 8 |
| EQF Level: |
6 |
| EHEA Level: |
First Cycle |
| Module Coordinator: |
DESMOND GARGAN |
| Module Author: |
Neasa Sherry |
| Departments: |
School of Business
|
| Specifications of the qualifications and experience required of staff |
|
| Learning Outcomes |
| On successful completion of this module the learner will be able to: |
| # |
Learning Outcome Description |
| LO1 |
Categorise the range of strategic issues faced by organisations in specific contextual conditions. |
| LO2 |
Distinguish the effect that different external and internal factors have on the organisation and the strategy process. |
| LO3 |
Critique and integrate the findings of different analytical tools when applied to a specific business situation |
| LO4 |
Develop an overview of the strategic position of an organisation in a given business situation and formulate strategic choices. |
| LO5 |
Develop a reflective approach to analyse and evaluate strategic situations. |
| Dependencies |
Module Recommendations
This is prior learning (or a practical skill) that is required before enrolment on this module. While the prior learning is expressed as named NCI module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
|
| No recommendations listed |
Co-requisite Modules
|
| No Co-requisite modules listed |
| Entry requirements |
As per programme requirements (outlined in 4.2.2 Minimum requirements for general learning)
|
Module Content & Assessment
| Indicative Content |
|
The Strategy Process
Introduction to key concepts Strategy formulation vs. Strategy formation Strategy as a pattern, plot, plan, position and perspective.
|
|
The Business Environment
Macro environmental drivers for change. The PESTEL framework
The competitive environment
Porters 5-Forces model
|
|
Strategic Capability
Resources and Competences.
The Resource-Based View.
Sustainable competitive advantage
|
|
Strategic Position
SWOT analysis
|
|
Strategic Purpose
Corporate governance.
Stakeholder expectations.
Corporate social responsibility
|
|
Corporate-level and international strategy
Organisational structure and corporate configuration.
Strategic Business Units portfolio management
|
|
Business-level strategy
Strategic business units.
Generic strategies.
Competition and/or collaboration, employee development
|
| Assessment Breakdown | % |
|---|
| Coursework | 50.00% |
| End of Module Assessment | 50.00% |
AssessmentsFull Time
| Coursework |
| Assessment Type: |
Continuous Assessment |
% of total: |
50 |
| Assessment Date: |
n/a |
Outcome addressed: |
1,2,3,4,5 |
| Non-Marked: |
No |
Assessment Description:
All learning activities are centred on a comprehensive case study which depict a company with specific strategic issues. At the outset, students are presented with the problem of analysing the case study from a variety of viewpoints each one based on a particular analytical framework from the subtopics in the course content. Each assignment takes the form of a review (exam-like) question, which needs to be addressed analysing the case study from a particular viewpoint. |
|
| End of Module Assessment |
| Assessment Type: |
Terminal Exam |
% of total: |
50 |
| Assessment Date: |
End-of-Semester |
Outcome addressed: |
1,2,3,4,5 |
| Non-Marked: |
No |
Assessment Description:
Final Examination, which will involve the same series of analyses rune during the coursework, but on a fresh case study, provided in advance for preparation. The exam will be 3 hours in duration and will consist of two essay question in which students present the findings of the analysis carried out on the case study. |
|
| Reassessment Requirement |
Repeat examination
Reassessment of this module will consist of a repeat examination. It is possible that there will also be a requirement to be reassessed in a coursework element.
|
Reassessment Description
Repeat assessment will be a single piece of assessment covering all learning outcomes which will be designed when required by the member of faculty taking the module.
|
NCIRL reserves the right to alter the nature and timings of assessment
Module Workload
| Module Target Workload Hours 0 Hours |
| Workload: Full Time |
| Workload Type |
Workload Description |
Hours |
Frequency |
Average Weekly Learner Workload |
| Lecture |
Classroom and demonstrations |
36 |
Per Semester |
3.00 |
| Independent Learning |
Independent learning |
214 |
Per Semester |
17.83 |
| Total Weekly Contact Hours |
3.00 |
Module Resources
| Recommended Book Resources |
|---|
-
Grant, R. (2021), Contemporary Strategy Analysis, 11th Edition, Wiley.
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De Wit, B. (2020), Strategy, an international perspective, 7th Edition. Cengage.
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Grant, R., Jordan, J. (2015), Foundations of Strategy, 2nd Edition, Wiley.
| | Supplementary Book Resources |
|---|
-
Mintzberg, H. (1987), Crafting Strategy, 65, 66-75, Harvard Business Review.
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ANDREWS, K. R. (1980), The concept of corporate strategy, Homewood, Ill, R.D. Irwin.
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Barney, J. (1991), Firm Resources and Sustained Competitive Advantage, 17, 1, p. 99., Journal of Management.
-
Porter, Michael E. (2008), The Five Competitive Forces That Shape Strategy, special Issue on HBS Centennial, Harvard Business Review 86, p.78–93.
| | This module does not have any article/paper resources |
|---|
| This module does not have any other resources |
|---|
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