| Title: | Strategy Analysis |
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| Long Title: | Strategy Analysis |
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| Field of Study: |
Business & Management
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| Valid From: |
Semester 1 - 2016/17 ( September 2016 ) |
| Next Review Date: |
February 2021 |
| Module Coordinator: |
CAROLINE O REILLY |
| Module Author: |
NOLLAIG O SULLIVAN |
| Module Description: |
This module aims to develop skills in strategic thinking, provide an insight into the process of strategic leadership and provide an in depth knowledge of the strategic management process. |
| Learning Outcomes |
| On successful completion of this module the learner will be able to: |
| LO1 |
Apply strategic management frameworks and approaches to a variety of organisations and industries. |
| LO2 |
Compare and contrast environmental scanning and industry analysis models used in strategic management and business policy. |
| LO3 |
Evaluate various strategies and methods that a company can use to improve the effectiveness of their operations. |
| LO4 |
Analyse the issues relating to building resource strengths and organisational capabilities. |
| LO5 |
Appraise the ethical decision making processes/strategies that a company may choose to implement. |
| 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). |
| 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 |
Requirements
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 |
Co-requisites
|
| No Co Requisites listed |
Module Content & Assessment
| Indicative Content |
|
Introduction to the Strategic Mangement course
Strategic Management process/framework, Corporate Visions, Mission Statements, Strategic Leadership.
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Environmental Scanning and Industry Analysis
Competitive Forces, Strategic Group Analysis, Industry Lifecycle Analysis, Macro environment.
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Internal Scanning and Organisational Analysis
Building Organisational Strengths & Capabilities - roots of Competitive Advantage - distinctive competencies, resources & capabilities. Generic Building Blocks of Competitive Advantage, Value Chain Analysis, Durability of Competitive Advantage.
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Corporate Performance, Governance & Ethics
Stakeholder Impact Analysis, Agency Theory, Governance Mechanisms, Ethics & Strategy, Whistleblowing.
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Building Competitive Advantage through FLS
FLS - Functional Level Strategies - different strategies that aim to improve the effectiveness of a company's operations
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| Assessment Breakdown | % |
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| Course Work | 30.00% |
| End of Module Formal Examination | 70.00% |
| Course Work |
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| Assessment Type |
Assessment Description |
Outcome addressed |
% of total |
Assessment Date |
| Written Report |
Where possible the intention is to give the students a cross modular assignment. This is between the mandatory modules Financial Management, Business Ethics and Strategy Analysis. In this module, students will prepare a written report, which will critically analyse particular contemporary issues of management and hypothesise strategies for organisational longevity. |
1,2,4 |
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 |
lecture |
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 |
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- Charles W.L. Hill, Gareth R. Jones, Melissa A. Schilling. 2015, Strategic management theory, 11th edition Ed., ; Cengage Learning [ISBN: 1285184491]
| | Supplementary Book Resources |
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- Frank Martin , Jonathan Scott , John L. Thompson 2014, Strategic Management : Awareness & Change, 7th edition Ed., Cengage Learning EMEA [ISBN: 9781408064993]
- John A. Pearce 2015, Strategic Management, 14th Ed., McGraw Hill Education [ISBN: 9789814577373]
- Thomas L. Wheelen & J. David Hunger 2015, Concepts in Strategic Management and Business Policy, 14th Ed., Pearson Higher Education [ISBN: 9780133126129]
- William Hesterly & Jay B. Barney 2015, Strategic Management and Competitive Advantage Concepts and Cases, 5th Ed., Pearson Education [ISBN: 9781292060088]
- Arthur A. Jr. Thompson, A. J. Strickland III, John E Gamble 2015, Crafting and Executing Strategy: Concepts and Readings, 20th Ed., McGraw Hill Educators [ISBN: 9781259297076]
- Gerry Gallagher, Corporate Strategy for Irish Companies, 2nd Ed., Institute of Chartered Accountants in Ireland [ISBN: 090385466X]
- W.Chan Kim & Renée 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 |
|---|
- Soll, Jack B., Milkman, Katherine L, Payne, John W 2015, Outsmart Your Own Biases, Harvard Business Review., May2015, Vol. 93 Issue 5, p64-7
- W. Chan Kim and Renée Mauborgne 2015, Red Ocean Traps, Harvard Business Review., Mar2015, Vol. 93 Issue 3, p68-7
- Kasturi Rangan, Lisa Chase, and Sohel Karim 2015, The Truth About CSR, Harvard Business Review., Jan/Feb2015, Vol. 93 Issue 1/2, p40-4
- Mathew, Regi V. 2015, Tesla's not as disruptive as you might think, Harvard Business Review, May 2015
- Amos Winter and Vijay Govindarajan 2015, Engineering Reverse Innovations, Harvard Business Review, Jul/Aug2015, Vol. 93 Issue 7/8, p80-8
- Porter, Michael E. and Heppelmann, James E 2015, How smart, connected products are transforming companies., Harvard Business Review., Oct2015, Vol. 93 Issue 10, p96-1
| | Other Resources |
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- Website: Strategic Management Journal
- Website: Journal of International Business
- Website: Academy of Management Review
- Website: Journal of Management
- Website: Business Strategy Review
- Website: Journal of Business Strategy
- Website: Irish Journal of Management
- Website: Harvard Business Review
- Website: Sloan Management Review
- Website: California Management Review
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Module Delivered in
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