MGMT09025 2019 Strategy and Practice
Strategy and Practice deals with the challenges leaders face in seeking to achieve their organisation’s mission by aligning and deploying their internal assets, capabilities, and people to best effect in the face of changing uncertain and ambiguous environmental and competitive conditions. This complex task requires a sophisticated blend of analytical, behavioural and political skills. This module is designed to introduce students to the comprehensive nature of strategy in business and provides an insight into the main tools of analysis available to the strategist.
On completion of this module the learner will/should be able to;
Describe and evaluate the main theories and frameworks relevant to strategy
Think strategically about leading and developing a company's business position and integrate ideas, and knowledge from other business disciplines into their competitive reasoning
Critically assess and apply fundamental theories and frameworks in strategy to real life competitive scenarios
Appreciate how ethical principles, core values, and socially responsible leadership and management practices matter greatly in the conduct of a company’s business.
Work and communicate effectively as an individual and as part of a team to evaluate competitive scenarios and formulate strategies.
Teaching and Learning Strategies
Live online learning will occur weekly.
Once per term students will be offered the opportunity to attend for classroom-based learning. The onsite teaching and learning plan will be developed in consultation with students. It may vary year by year.
A variety of teaching and learning techniques will be incorporated including case studies, problem-based learning, guest lecturing, flipped classroom, peer learning.
As Masters level students will be required to actively engage in significant self-directed study and must engage in learning that exceeds module objectives.
Module Assessment Strategies
The priority for every live session will be to read and prepare the case and/or the assigned pre-reading material. The learner should have detailed knowledge of the case and an appreciation of the related chapter and reading content. Learner engagement in live class discussion and forum posts is strongly encouraged.
An important element of the assessment is the learner’s ability to apply their learning to key strategy, and associated leadership, themes. Learners will also be encouraged to apply materials and concepts learned in other modules to the class discussion. Evaluation of the learning is multi-dimensional, with a mix of individual and group assessments. There are three components to the assessment:
1) Assessment one requires the learner to choose and write a comprehensive literature review about a competitive strategy theory topic, covered in the module, that is related to their development as a leader and about which they would like to know more. The learner is required to draw upon appropriate academic literature, their own experience, and interpretations in relation to the topic, and any insights or views from practitioners that they deem appropriate.
2) Assessment two requires groups of learners to prepare a write up of an assignment for cases, which will be discussed in class. The groups will submit the write up prior to the relevant class session.
3) Finally, to assess learner knowledge of the course content there will be an individual take-home open book exam. The questions will focus on the concepts and tools discussed in class and covered in the associated texts and readings.
The repeat assessment strategy will be dependent on overall grades and will be decided and documented at the Progression and Award Boards.
Repeat submissions are capped at 40%.
L01) Describe and evaluate the main theories and frameworks relevant to competitive strategy: The learner will develop a comprehensive understanding of strategic concepts, and how these techniques can be used in strategic formulation and leadership of an organisation e.g. Porter, RBV, CBV, DCV, SAP, SWD, etc.
L02) Think strategically about leading and developing a company's business position and integrate ideas and knowledge from other business disciplines into their competitive reasoning: The learner will be able to assess a firm's strategic position in terms of environmental and industry analysis, which for example could include assessing organisation structure, industry structure, network effects, value creation, low-cost leadership, differentiation, focus and internationalisation.
LO3) Critically assess and apply fundamental theories and frameworks in strategy to real life competitive scenarios: The learner will be required to assess strategy development and/or implementation and evaluate how strategic theories are utilised in strategy formulation, choice and implementation. The learner will analyse strategic choice and how this affects the leadership and vision of the organization.
LO4) Appreciate how ethical principles, core values, and socially responsible leadership and management practices matter greatly in the conduct of a company’s business: The learner will be able to evaluate how strategy implementation and change may require a change in organizational systems, processes, structure, and culture. In addition, the learner should be able to evaluate how the strategy should facilitate value creation and sustainable advantage from both the organisation’s and society’s perspective.
L05). Work and communicate effectively as an individual and as part of a team to evaluate competitive scenarios and formulate competitive strategies: Learners will work on their own and groups to evaluate and analyse strategic leadership, development and implementation, and to communicate this effectively.
Coursework & Assessment Breakdown
|Title||Type||Form||Percent||Week||Learning Outcomes Assessed|
|1||Group Case/Reading Preparation Assignments||Continuous Assessment||Assessment||25 %||OnGoing||1,2,3,4,5|
|2||Individual Written Assignment||Continuous Assessment||Assignment||35 %||Week 11||1,2,3,4|
End of Semester / Year Assessment
|Title||Type||Form||Percent||Week||Learning Outcomes Assessed|
|1||Take Home Final Exam||Final Exam||Open Book Exam||40 %||End of Semester||1,2,3,4|
Online Learning Mode Workload
|Lecture||Distance Learning Suite||Live Lecture||2||Weekly||2.00|
|Group Learning||Lecture Theatre||Workshop||4||Once Per Semester||0.27|
|Independent Learning||Not Specified||Self-Directed Learning||4.25||Weekly||4.25|
Required & Recommended Book List
2016-12-22 Exploring Strategy Text and Cases
ISBN 1292145129 ISBN-13 9781292145129
With over one million copies sold worldwide, Exploring Strategy has long been the essential strategy text for managers of today and tomorrow. From entrepreneurial start-ups to multinationals, charities to government agencies, this book raises the big questions about organisations- how they grow, how they innovate and how they change. Texts and Cases also provides a wealth of extra case studies written by experts in the subject to aid and enrich your understanding. Examples are taken from events and organisations as diverse as Glastonbury, Mondelez and Formula 1 racing.
2016-01-26 Contemporary Strategy Analysis 9e Text Only John Wiley & Sons
ISBN 9781119120834 ISBN-13 1119120837
Revised edition of the author's Contemporary strategy analysis, 2013.
2016-04-12 The 4 Disciplines of Execution Simon and Schuster
ISBN 9781451627060 ISBN-13 1451627068
Do you remember the last major initiative you watched die in your organization? Did it go down with a loud crash? Or was it slowly and quietly suffocated by other competing priorities? By the time it finally disappeared, it's likely no one even noticed. What happened? The "whirlwind" of urgent activity required to keep things running day-to-day devoured all the time and energy you needed to invest in executing your strategy for tomorrow. The 4 Disciplines of Execution (4DX) is a repeatable formula for executing on your most important strategic priorities in the midst of the whirlwind. By following the 4 Disciplines -- Focusing on the Wildly Important; Acting on Lead Measures; Keeping a Compelling Scoreboard; Creating a Cadence of Accountability -- leaders can produce breakthrough results, even when executing the strategy requires a significant change in behavior from their teams.
2015-07-28 Cambridge Handbook of Strategy as Practice Cambridge University Press
ISBN 1107421497 ISBN-13 9781107421493
2013 Playing to Win Harvard Business Press
ISBN 9781422187395 ISBN-13 142218739X
Explains how companies must pinpoint business strategies to a few critically important choices, identifying common blunders while outlining simple exercises and questions that can guide day-to-day and long-term decisions.
2013-01-11 Economics of Strategy John Wiley & Sons
ISBN 1118319184 ISBN-13 9781118319185
2012-03-29 Strategy and Strategists Oxford University Press
ISBN 9780199219711 ISBN-13 0199219710
Importantly, this stimulating text:
2011-02-28 Strategy without Design: The Silent Efficacy of Indirect Action Cambridge University Press
ISBN 0521189853 ISBN-13 9780521189859
2011-07-19 Good Strategy/Bad Strategy: The Difference and Why It Matters (Roughcut) Currency
ISBN 9780307886231 ISBN-13 9780307886231
1998-06-01 Competitive Strategy Free Press
ISBN 0684841487 ISBN-13 9780684841489
Now nearing its sixtieth printing in English and translated into nineteen languages, Michael E. Porter's Competitive Strategy has transformed the theory, practice, and teaching of business strategy throughout the world. Electrifying in its simplicitylike all great breakthroughsPorters analysis of industries captures the complexity of industry competition in five underlying forces. Porter introduces one of the most powerful competitive tools yet developed: his three generic strategieslowest cost, differentiation, and focuswhich bring structure to the task of strategic positioning. He shows how competitive advantage can be defined in terms of relative cost and relative prices, thus linking it directly to profitability, and presents a whole new perspective on how profit is created and divided. In the almost two decades since publication, Porter's framework for predicting competitor behavior has transformed the way in which companies look at their rivals and has given rise to the new discipline of competitor assessment. More than a million managers in both large and small companies, investment analysts, consultants, students, and scholars throughout the world have internalized Porter's ideas and applied them to assess industries, understand competitors, and choose competitive positions. The ideas in the book address the underlying fundamentals of competition in a way that is independent of the specifics of the ways companies go about competing. Competitive Strategy has filled a void in management thinking. It provides an enduring foundation and grounding point on which all subsequent work can be built. By bringing a disciplined structure to the question of how firms achieve superior profitability, Porters rich frameworks and deep insights comprise a sophisticated view of competition unsurpassed in the last quarter-century.
Journal articles will be recommended to students for background reading associated with each topic
IT Sligo Journal Databases