Module Details
| Module Code: |
MGMT7069 |
| Title: |
Business Strategy Simulation
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|
Long Title:
|
Business Strategy Simulation
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| NFQ Level: |
Intermediate |
| Valid From: |
Semester 1 - 2017/18 ( September 2017 ) |
| Field of Study: |
3450 - Business & Management
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| Module Description: |
An organization's strategic decisions address it's competitive position, scope of operations and development directions. In this module the student will become competent with the frameworks and concepts associated with strategy decisions. Students will participate in a strategy simulation and will experience the challenges of designing and implementing strategy in a dynamic competitive market.
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| Learning Outcomes |
| On successful completion of this module the learner will be able to: |
| # |
Learning Outcome Description |
| LO1 |
Analyse an organisation's external business environment to develop a competitive position |
| LO2 |
Identify an organisation's internal sources of competitive advantage |
| LO3 |
Use industry recognised tools and frameworks to plan, develop and implement strategies in a simulated business environment |
| LO4 |
Evaluate outcomes of the business simulation process to identify key aspects of the learning process. |
| Dependencies |
Module Recommendations
This is prior learning (or a practical skill) that is strongly recommended before enrolment in this module. You may enrol in this module if you have not acquired the recommended learning but you will have considerable difficulty in passing (i.e. achieving the learning outcomes of) the module. While the prior learning is expressed as named MTU module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
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Incompatible Modules
These are modules which have learning outcomes that are too similar to the learning outcomes of this module. You may not earn additional credit for the same learning and therefore you may not enrol in this module if you have successfully completed any modules in the incompatible list.
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| No incompatible modules listed |
Co-requisite Modules
|
| No Co-requisite modules listed |
Requirements
This is prior learning (or a practical skill) that is mandatory before enrolment in this module is allowed. You may not enrol on this module if you have not acquired the learning specified in this section.
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| No requirements listed |
| Indicative Content |
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Strategic Planning Process
Mission, Vision, Strategic Objectives, Stakeholder Analysis, The relevance of Corporate Social Responsibility (CSR)
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Environmental Analysis
Porter's 5 Competitive Forces, Strategic Group Analysis, Industry Lifecycle Analysis, PESTLE Analysis
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Internal Analysis
Roots of Competitive Advantage - distinctive competencies, resources & capabilities. Generic Building Blocks of Competitive Advantage, Value Chain Analysis, Durability of Competitive Advantage.
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Strategy Choices
Business Strategy, Corporate Strategy, International Strategy, Innovation & Entrepreurship, Mergers, Acquisitions & Alliances
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Reflective Learning
Introduction to lifelong learning and ability to learn from experience. Development of critical thinking skills and methods of improving future performance by analysing experience.
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Module Content & Assessment
|
| Assessment Breakdown | % |
|---|
| Coursework | 100.00% |
Assessments
| 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.
|
The University reserves the right to alter the nature and timings of assessment
Module Workload
| Workload: Full Time |
| Workload Type |
Contact Type |
Workload Description |
Frequency |
Average Weekly Learner Workload |
Hours |
| Lecture |
Contact |
Lecture & Discussion |
Every Week |
3.00 |
3 |
| Directed Learning |
Non Contact |
Workshop session with simulation software. Conducted monthly, three times during semester |
Every Month |
0.50 |
2 |
| Independent & Directed Learning (Non-contact) |
Non Contact |
Reading, Case Studies, Interaction with material on Student Learning platform |
Every Week |
3.50 |
3.5 |
| Total Hours |
8.50 |
| Total Weekly Learner Workload |
7.00 |
| Total Weekly Contact Hours |
3.00 |
| Workload: Part Time |
| Workload Type |
Contact Type |
Workload Description |
Frequency |
Average Weekly Learner Workload |
Hours |
| Lecture |
Contact |
Lecture & Discussion |
Every Week |
1.50 |
1.5 |
| Lecturer-Supervised Learning (Contact) |
Contact |
Workshop session with simulation software. Conducted monthly, three times during semester |
Every Month |
0.50 |
2 |
| Independent & Directed Learning (Non-contact) |
Non Contact |
Reading, Case Studies, Interaction with material on Student Learning platform |
Every Week |
5.00 |
5 |
| Total Hours |
8.50 |
| Total Weekly Learner Workload |
7.00 |
| Total Weekly Contact Hours |
2.00 |
|
Module Resources
|
| Recommended Book Resources |
|---|
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Gerry Johnson, Richard Whittington, Kevan Scholes, Duncan Angwin, Patrick Regnér. (2014), Exploring Strategy Text & Cases, 10. Pearson, Harlow, Essex, England, [ISBN: 9781292002545].
| | Supplementary Book Resources |
|---|
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Charles W.L. Hill, Gareth R. Jones, Melissa A. Schilling.. (2015), Strategic management theory, 11. Cengage Learning, [ISBN: 1285184491].
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Gillie Bolton. (2014), Reflective Practice, 4. Sage, [ISBN: 9781446282359].
| | Recommended Article/Paper Resources |
|---|
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Michael E. Porter. (2008), The Five Competitive Forces that Shape
Strategy, Harvard Business Review, January 2008, p.79,
| | Other Resources |
|---|
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Website, Harvard Business Review. Harvard Business Review,
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Website, MIT Sloan. MIT Sloan Management Review,
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