Module Details
Module Code: |
ANAL C4306 |
Module Title:
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Strategic Analysis
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Title:
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Strategic Analysis
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Module Level:: |
8 |
Module Coordinator: |
Myles Kelly
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Module Author:: |
Edward Dennehy
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Module Description: |
The module is designed to develop the learner’s skills in critically analysing the internal and external environments of an organisation. The module aims to improve the student’s sensitivity to strategic and social responsibility issues. The module students’ previous study of the core business fields of the principles of Management, Finance, Marketing, Human Resource Management and Economics.
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Learning Outcomes |
On successful completion of this module the learner will be able to: |
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Learning Outcome Description |
LO1 |
Analyse the external environment of an organisation using environmental scanning and industry analysis models |
LO2 |
Critically assess the corporate governance, ethical and cultural values and standards of an organisation |
LO3 |
Evaluate the strategic value of the resources and competencies of an organisation using appropriate models and concepts |
Dependencies |
Module Recommendations
This is prior learning (or a practical skill) that is recommended before enrolment in this module.
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No recommendations listed |
Co-requisite Modules
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No Co-requisite modules listed |
Additional Requisite Information
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No Co Requisites listed
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Indicative Content |
Principles of Strategic Management
Fundamental Concepts and Nature of Strategic Management
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External Environmental Scanning
Analysis of the Natural, Societal and Industry Environments
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Corporate Governance and Social Responsibility
The Role of the Board of Directors • Corporate Social Responsibility • Sustainability
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Internal Environmental Scanning
Analysis of Organisational Culture, Competencies and Resources
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Module Content & Assessment
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Assessment Breakdown | % |
Continuous Assessment | 100.00% |
AssessmentsFull Time
No End of Module Formal Examination |
Reassessment Requirement |
Coursework Only
This module is reassessed solely on the basis of re-submitted coursework. There is no repeat written examination.
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SETU Carlow Campus reserves the right to alter the nature and timings of assessment
Module Workload
Workload: Full Time |
Workload Type |
Workload Category |
Contact Type |
Workload Description |
Frequency |
Average Weekly Learner Workload |
Hours |
Lecture |
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Contact |
Participative classes |
Every Week |
3.00 |
3 |
Independent Learning |
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Non Contact |
No Description |
Every Week |
6.00 |
6 |
Total Weekly Contact Hours |
3.00 |
Workload: Part Time |
Workload Type |
Workload Category |
Contact Type |
Workload Description |
Frequency |
Average Weekly Learner Workload |
Hours |
Lecture |
|
Contact |
Participative classes |
Every Week |
1.50 |
1.5 |
Independent Learning |
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Non Contact |
No Description |
Every Week |
7.50 |
7.5 |
Total Weekly Contact Hours |
1.50 |
Module Resources
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Recommended Book Resources |
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Thomas L. Wheelen,J. David Hunger,Charles E. Bamford,Alan N. Hoffman. (2017), Strategic Management and Business Policy, 5. Pearson, p.848, [ISBN: 0134522052].
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Gopinath/Siciliano. (2014), Strategize!: Experiential Exercises in Strategic Management, International Edition, 4. Cengage, [ISBN: 113395328X].
| Supplementary Book Resources |
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Richard Whittington, Patrick Regnér, Duncan Angwin, Gerry Johnson, Kevan Scholes. (2020), Exploring Strategy, Text and Cases, 12. Pearson, [ISBN: 1292282452].
| Recommended Article/Paper Resources |
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Ho Yin Wong and Jia-Yi Hung. (2012), Environmental scanning literature –
past, present and future research
propositions, International Journal of Business
Environment, 5 (1), p.21.
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Paul J.H. Schoemaker and George S. Day. (2009), How to Make Sense of Weak Signals, MIT Sloan Management Review, 50 (3).
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Jay Barney. (1991), Firm Resources and Sustained Competitive
Advantage, Journal of Management, 17 (1).
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Jim Andersén. (2010), Resource-based competitiveness:
managerial implications of the
resource-based view, Strategic Direction, 26 (5), p.3.
| Other Resources |
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, Journal of Business Strategy,
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, Strategy & Leadership,
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, Knowledge@Wharton,
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, Working Knowledge Harvard,
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