Registry
Module Specifications
Archived Version 2021 - 2022
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Description This module is designed to provide the student with an understanding of the special problems involved in the strategic management of the total enterprise. The main pedagogical objective is to help to develop in the student the capacity to think strategically and to better understand the organisational and leadership issues involved in the process of managing strategically. The module will emphasise the use of data for decision-making. | |||||||||||||||||||||||||||||||||||||
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Learning Outcomes 1. Synthesise theory and practice to assess the efficacy of strategic models and frameworks 2. Integrate specialist knowledge, theory and practice into a strategic and dynamic overview of the organisation in its environmental context. 3. Critically evaluate alternative strategies and apply the strategic process to a range of organisations and industries including situations of growth, decline, turnaround and consolidation in a national and international context. 4. Develop and defend coherent and persuasive arguments for the adoption of innovative strategies for a range of business and organisational situations. | |||||||||||||||||||||||||||||||||||||
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 Corporate Environmental ScanAssessing Opportunities and Threats, Economic Outlook, Analysis of Critical Geographic Locations and Industrial Sectors, PESTLE TrendsPerspectives on LeadershipDefinitions, Leadership Theories and Approaches, Leaders and OrganisationsCorporate Internal ScrutinyAssessing Strengths and Weaknesses, Mission, Business Segmentation, Horizontal Strategy, Vertical Integration, Corporate PhilosophyStrategic Posture of the FirmStrategic Thrusts, Corporate Performance ObjectivesResource AllocationDesigning and Managing Business and Product portfolios, Synergies and Risk, Horizontal and Vertical Integration, Vertical Integration vs Contracting, Structure and Corporate Portfolio Programme EvaluationManagerial InfrastructureOrganisational Structures, Mechanisms of Coordination, Organisation Configurations, Building an Analytics Driven OrganisationHuman ResourcesPlanning, Recruitment, Development, Retention, Performance assessment, and Succession of personnel, Talent AnalyticsManaging in Mergers and AcquisitionsStrategy and Uses of M&A, Principles of Acquisition Search, Deal Origination, Acquisition Strategies, Analytics for M&A, Due DiligenceManaging in DeclineCompetition and Decline, Strategic Considerations, Strategic Alternatives in Decline (Leadership, Niche, Harvest, Divest), Selecting a StrategyManaging in TurnaroundRecognising a Turnaround Situation, Causes, Leadership and Turnarounds, Turnaround Techniques and Process, Diagnostic ReviewCorporate Socio-political EngagementCorporate Social Responsibility, Corporate Political Activity, Socio-political Involvement | |||||||||||||||||||||||||||||||||||||
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Indicative Reading List
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Other Resources None | |||||||||||||||||||||||||||||||||||||
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