QLTY09037 2019 Strategic Management
Full Title
Strategic Management
Transcript Title
Strategic Management
Code
QLTY09037
Attendance
N/A %
Subject Area
QLTY - Quality
Department
MENG - Mech. and Electronic Eng.
Level
09 - NFQ Level 9
Credit
05 - 05 Credits
Duration
Semester
Fee
€
Start Term
2019 - Full Academic Year 2019-20
End Term
9999 - The End of Time
Author(s)
Paul Curran, Denis Haran
Programme Membership
SG_SPROJ_M09 201900 Master of Science in Project Management
SG_SWATE_M09 201900 Master of Science in Water Services Management
SG_SWATE_O09 201900 Postgraduate Diploma in Science in Water Services Management
SG_SMECH_S09 201900 Postgraduate Certificate in Mechanical and Electrical Quantity Surveying
SG_SQUAL_M09 201900 Master of Science in Science in Quality
SG_SQUAL_M09 201900 Master of Science in Science in Quality
SG_EQLTY_M09 201900 Master of Science in Quality
SG_SPROJ_O09 201900 Postgraduate Diploma in Science in Project Management
SG_SPROJ_O09 201900 Postgraduate Diploma in Science in Project Management
SG_SSTRA_S09 201900 Postgraduate Certificate in Strategic Construction Management
Description
In this module the student will acquire a comprehensive knowledge of strategy making, strategy transformation and implementation, learn how to recognise corporate structures and how to influence decision making in the hierarchy.
Learning Outcomes
On completion of this module the learner will/should be able to;
1.
think strategically about a company, its present business position, its long-term direction, its resources and competitive capabilities, the calibre of its strategy, and its opportunities for gaining sustainable competitive advantage.
2.
craft business strategy, reason carefully about strategic options, use what-if analysis to evaluate action alternatives, and make sound strategic decisions.
3.
Demonstrate why the different parts of a business need to be managed in strategic harmony for the organization to operate in winning fashion.
4.
have stronger powers of managerial judgment, be able to assess business risk, and improved ability to make sound business decisions and achieve effective outcomes.
5.
appreciate how ethical principles, core values, and socially responsible management practices matter greatly in the conduct of a company’s business.
Module Assessment Strategies
Continuous Assessment
Written assignments/ case studies 60%
Final Examination
One two hour written examination 40%
Indicative Practicals/Projects
Case Studies - HBR an ECCH or from assigned text book.
Indicative Syllabus
|
1. The Strategic Management Process: An Overview Forming a strategic vision, the concept of strategy, and why crafting and implementing strategy are tasks for the whole management team. Analysis and review of relevant case study. 2. The Three Strategy-Making Tasks: Developing a Strategic Vision, Setting Objectives, and Crafting a Strategy Explains differences between business mission and strategic vision, stretch objectives, concept of strategy, levels of strategy-making, and factors that shape strategy. Analysis and review of relevant case study. 3. Industry and Competitive Analysis A showcase for the analytic tools of external situation analysis. Demonstrates the importance of matching strategy to market and competitive conditions. Analysis and review of relevant case study. 4. Evaluating Company Resources and Competitive Capabilities Various types of competitive assets, evaluating resource strengths and weaknesses, and leveraging competencies and capabilities into competitive advantage. Demonstrates the importance of matching strategy to company resources and capabilities. Analysis and review of relevant case study. 5. Strategy and Competitive Advantage Using cooperative strategies to build competitive advantage; highlights the importance of resource-based competitive advantages. Analysis and review of relevant case study. 6. Matching Strategy To A Company's Situation Competing in high-velocity industry situations where rapid-fire technological change, short product life-cycles, frequent moves by competitors, and rapidly evolving customer requirements dominate the marketplace. Analysis and review of relevant case study. |
Coursework & Assessment Breakdown
End of Semester / Year Formal Exam
100 %
Coursework Assessment
| Title | Type | Form | Percent | Week | Learning Outcomes Assessed | |
|---|---|---|---|---|---|---|
| 1 | Continuous Assessment Case Study Continuous Assessment Written Assignments, case studies and presentations | Coursework Assessment | UNKNOWN | 60 % | OnGoing | 1,2,3,4,5 |
End of Semester / Year Assessment
| Title | Type | Form | Percent | Week | Learning Outcomes Assessed | |
|---|---|---|---|---|---|---|
| 1 | Final Exam Final Exam | Final Exam | UNKNOWN | 40 % | End of Term | 1,2,3,4,5 |
Full Time Mode Workload
| Type | Location | Description | Hours | Frequency | Avg Workload |
|---|---|---|---|---|---|
| Lecture | Not Specified | Lecture | 3 | Weekly | 3.00 |
Total Full Time Average Weekly Learner Contact Time 3.00 Hours
Part Time Mode Workload
| Type | Location | Description | Hours | Frequency | Avg Workload |
|---|---|---|---|---|---|
| Lecture | Not Specified | Lecture | 2 | Weekly | 2.00 |
| Tutorial | Not Specified | Tutorial | 1 | Weekly | 1.00 |
Total Part Time Average Weekly Learner Contact Time 3.00 Hours
Module Resources
Non ISBN Literary Resources
|
Authors |
Title |
Publishers |
Year |
|
Thompson, Peteraf, Gamble, Strickland |
Crafting and Executing Strategy: Concepts and Cases 21th(Global) Edition |
McGraw Hill |
2017 |
|
Fred Luthans, |
International Management: Culture, Strategy, and Behavior, 10th Edition |
McGraw Hill |
2018 |
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Other Resources
None
Additional Information
None