QLTY09037 2013 Strategic Management

General Details

Full Title
Strategic Management
Transcript Title
Strategic Management
N/A %
Subject Area
QLTY - Quality
MENG - Mech. and Electronic Eng.
09 - NFQ Level 9
05 - 05 Credits
Start Term
2013 - Full Academic Year 2013-14
End Term
2019 - Full Academic Year 2019-20
Paul Curran
Programme Membership
SG_EPROJ_M09 201300 Master of Science in Project Management SG_SSTRA_S09 201700 Certificate in Strategic Construction Management SG_SPROJ_O09 201700 Postgraduate Diploma in Science in Project Management

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;


 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.


 craft business strategy, reason carefully about strategic options, use what-if analysis to evaluate action alternatives, and make sound strategic decisions.


Demonstrate why the different parts of a business need to be managed in strategic harmony for the organization to operate in winning fashion.


have stronger powers of managerial judgment, be able to assess business risk, and improved ability to make sound business decisions and achieve effective outcomes.


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

Coursework & Continuous Assessment
60 %
End of Semester / Year Formal Exam
40 %

Coursework Assessment

Title Type Form Percent Week Learning Outcomes Assessed
1 Continuous Assessment Case Study Continuous Assessment Written Assignments, case studies and presentations Continuous 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

Module Resources

Non ISBN Literary Resources





Thompson, Peteraf, Gamble, Strickland

Crafting and Executing Strategy: Concepts and Cases 18th(Global) Edition

McGraw Hill


Fred Luthans,
Jonathan Doh

International Management: Culture, Strategy, and Behavior, 8th Edition

McGraw Hill


























Other Resources


Additional Information