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MGMT8019 - Strategy Selection

Title:Strategy Selection
Long Title:Strategy Selection
Module Code:MGMT8019
Duration:1 Semester
Credits: 5
NFQ Level:Advanced
Field of Study: Business & Management
Valid From: Semester 1 - 2016/17 ( September 2016 )
Module Delivered in 4 programme(s)
Module Coordinator: CAROLINE O REILLY
Module Description: This module aims to provide students with the skills and knowledge to be able to demonstrate an in-depth knowledge of the key issues involved in strategy evaluation and strategy implementation.
Learning Outcomes
On successful completion of this module the learner will be able to:
LO1 Critically evaluate the various business level strategies/options available to a company.
LO2 Appraise in depth the various competitive strategies and the global strategy options available to companies that compete in various markets.
LO3 Analyse comprehensively the components of an effective strategy implementation process.
LO4 Thoroughly analyse the corporate strategies available to a company and offer advice on the selection of said strategies.
LO5 Analyse key issues such as Organisational Structures, Corporate Culture, and Control Systems with regards to the promotion of better strategy execution.
Pre-requisite learning
Module Recommendations
This is prior learning (or a practical skill) that is strongly recommended before enrolment in this module. You may enrol in this module if you have not acquired the recommended learning but you will have considerable difficulty in passing (i.e. achieving the learning outcomes of) the module. While the prior learning is expressed as named CIT module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
Strategic Management 1, Management 1, Management 2.
Incompatible Modules
These are modules which have learning outcomes that are too similar to the learning outcomes of this module. You may not earn additional credit for the same learning and therefore you may not enrol in this module if you have successfully completed any modules in the incompatible list.
No incompatible modules listed
Co-requisite Modules
No Co-requisite modules listed

This is prior learning (or a practical skill) that is mandatory before enrolment in this module is allowed. You may not enrol on this module if you have not acquired the learning specified in this section.

No requirements listed

Module Content & Assessment

Indicative Content
Business Level Strategies
Various strategies a company can use to compete effectively in a business and an industry.
Competitive Strategy and Industry Environments
Looks at the different strategies a company should adopt when entering different industry environments.
Strategies in the Global Environment
Looks at the strategies a company can adopt when they expand outside their domestic marketplace. The following concepts are explored: The Nation State and Competitive Advantage, Globalisation, Choice of entry mode, Global Strategic Alliances.
Corporate Strategy
Horizontal Integration, Vertical Integration, Strategic Outsourcing, Diversification, Internal New ventures & Acquisitions
Implementing Strategies
Designing Organisational Structures, Control Systems, Understanding Organisational Cultures.
Assessment Breakdown%
Course Work30.00%
End of Module Formal Examination70.00%
Course Work
Assessment Type Assessment Description Outcome addressed % of total Assessment Date
Other The assessment will take the form of a group project in which students will critically apply and critique the theory of strategic management to a chosen company or topic. 1,2,3,4 30.0 Week 9
End of Module Formal Examination
Assessment Type Assessment Description Outcome addressed % of total Assessment Date
Formal Exam End-of-Semester Final Examination 1,2,3,4,5 70.0 End-of-Semester
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.

The institute reserves the right to alter the nature and timings of assessment


Module Workload

Workload: Full Time
Workload Type Workload Description Hours Frequency Average Weekly Learner Workload
Lecture Class based instruction 3.0 Every Week 3.00
Tutorial Class based tutoring 1.0 Every Week 1.00
Independent Learning Self directed learning 3.0 Every Week 3.00
Total Hours 7.00
Total Weekly Learner Workload 7.00
Total Weekly Contact Hours 4.00
Workload: Part Time
Workload Type Workload Description Hours Frequency Average Weekly Learner Workload
Lecture Class based instruction 2.0 Every Week 2.00
Independent Learning Self directed learning 5.0 Every Week 5.00
Total Hours 7.00
Total Weekly Learner Workload 7.00
Total Weekly Contact Hours 2.00

Module Resources

Recommended Book Resources
  • Charles W.L. Hill, Gareth R. Jones & Melissa A. Schilling 2015, Strategic management theory, 11th Edition Ed., Cengage Learning [ISBN: 1285184491]
Supplementary Book Resources
  • William Hesterly & Jay B. Barney 2015, Strategic Management and Competitive Advantage, 5th Edition Ed., Pearson Education [ISBN: 9781292060088]
  • John A. Pearce 2015, Strategic Management,, 14th Edition Ed., McGraw Hill Education [ISBN: 9789814577373]
  • Thomas L. Wheelen, J. David Hunger 2015, Concepts in Strategic Management and Business Policy, 14th Ed Ed., Pearson Prentice Hall [ISBN: 129205657]
  • Frank Martin , Jonathan Scott , John L. Thompson 2014, Strategic Management : Awareness & Change, 7th Edition Ed., Cengage Learning EMEA [ISBN: 9781408064993]
  • Arthur A. Jr. Thompson, A. J. Strickland III, John E Gamble 2015, Crafting and Executing Strategy; concepts & readings, 20th Edition Ed., McGraw Hill Educators [ISBN: 9781259297076]
  • W.Chan Kim & RenĂ©e Mauborgne 2015, Blue Ocean Strategy : How to Create Uncontested Market Space and Make the Competition Irrelevant, Harvard Business School Publishing [ISBN: 9781625274496]
Recommended Article/Paper Resources
  • Clayton M. Christensen, Michael Raynor, Rory McDonald 2015, What is Disruptive Innovation?, Harvard Business Review, Dec2015, Vol. 93 Issue 12, p44-5
  • Donald Sull, Rebecca Homkes, and Charles Sull 2015, Why Strategy Execution Unravels -- and What to Do About It, Harvard Business Review., Mar2015, Vol. 93 Issue 3, p57-6
  • W. Chan Kim & Renee Mauborgne 2015, Closing-the-gap-between-blue-ocean-strategy-and-execution, Harvard Business Review, February 2015
Other Resources

Module Delivered in

Programme Code Programme Semester Delivery
CR_BBUSS_8 Bachelor of Business (Honours) 2 Mandatory
CR_BACCT_8 Bachelor of Business (Honours) in Accounting 8 Group Elective 2
CR_BSPRT_8 Bachelor of Business (Honours) in Sport & Exercise Management 8 Mandatory
CR_BSPTE_8 Bachelor of Business (Honours) in Sport and Exercise 2 Mandatory

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