Registry
Module Specifications
Current Academic Year 2012 - 2013
Please note that this information is subject to change.
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| Description | |||||||||||||||||||||||||||||||||||||||||||||
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This module is the distinguishing module for the strategy pathway on the MSc in Management. More specifically, it aims to help students to develop skills in business analysis and strategic thinking; deepen their understanding of the strategy process and its wider context, and to familiarise students with the thought-leadership literature in the strategy field. | |||||||||||||||||||||||||||||||||||||||||||||
| Learning Outcomes | |||||||||||||||||||||||||||||||||||||||||||||
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1. To conduct a strategic analysis of a business, and identify and evaluate options for its future development. 2. Present and explain their strategic analysis to their peers and make the case for their strategic recommendations. 3. Identify and explain the main challenges involved in the management of the strategy process, including the challenges of strategic change and innovation. 4. Identify, explain and critically evaluate the main thought-leadership frameworks and concepts in the strategy literature. | |||||||||||||||||||||||||||||||||||||||||||||
All module information is indicative and subject to change. For further information,students are advised to refer to the University's Marks and Standards and Programme Specific Regulations at: http://www.dcu.ie/registry/examinations/index.shtml |
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| Indicative Content and Learning Activities | |||||||||||||||||||||||||||||||||||||||||||||
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Introduction. Introduction and overview of the main topics of the course. Strategy and leadership. The difference between "leadership" and "management." The nature and unique roles of of top leadership. The role of leadership in the strategy process.. Strategy and Stakeholder Priorities. The social responsibility of business. Establishing stakeholder priorities. How to think more strategically about the CSR (Corporate Social Responsibility) agenda. Competitive analysis - Concepts and Perspectives.. The early strategy models (Product Life Cycle, Experience Curve, BCG Matrix etc.). The positioning perspective. The core competency (Resource Based View) perspective. New perspectives on value innovation.. Industry and Competitive Analysis. Industry structural analysis (the five competitive forces). Strategic positioning and repositioning.. Value innovation. Value innovation and business ecosystems. Value innovation in emerging markets. Value innovation in health care.. Corporate Strategy. The nature of coporate strategy and the distinction between "corporate" and "business" strategy. The positioning and core competency perspectives on corporate strategy.. | |||||||||||||||||||||||||||||||||||||||||||||
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| Indicative Reading List | |||||||||||||||||||||||||||||||||||||||||||||
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| Other Resources | |||||||||||||||||||||||||||||||||||||||||||||
| None | |||||||||||||||||||||||||||||||||||||||||||||
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| Programme or List of Programmes | |||||||||||||||||||||||||||||||||||||||||||||
| MSSM | MSc in Management (Strategy) | ||||||||||||||||||||||||||||||||||||||||||||
| Timetable this semester: Timetable for MT5127 | |||||||||||||||||||||||||||||||||||||||||||||
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