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MANAGEMT 7044NA - Strategic Management

Ngee Ann Academy - Quadmester 1 - 2017

Strategic management is concerned with the long-term direction, scope and performance of an organization. As such it draws on other disciplines (e.g. marketing, finance, economics, organisational behaviour) already covered in the MBA. Whether the overall 'strategy' of an organization emerges from the interplay of functional departments or is a 'grand plan' devised by one group, its implementation takes place at the functional/process level where goals, plans and actions need to align with other departments as part of a coherent orientation. Hence all managers need to understand how their roles and functions are part of the overall strategy of the organization.

  • General Course Information
    Course Details
    Course Code MANAGEMT 7044NA
    Course Strategic Management
    Coordinating Unit Adelaide Business School
    Term Quadmester 1
    Level Postgraduate Coursework
    Location/s Ngee Ann Academy
    Units 3
    Available for Study Abroad and Exchange Y
    Assessment Exam/assignments/tests/tutorial work as prescribed at first lecture
    Course Staff

    Course Coordinator: Dr Georges Baume

    Course Timetable

    The full timetable of all activities for this course can be accessed from .

  • Learning Outcomes
    Course Learning Outcomes

    On successful completion of this course, students will be able to:

    1. Analyse complex organizational environments, cases and issues by reference to and application of relevant theories, concepts and models
    2. Diagnose environmental and industrial forces that drive and constrain strategic options for businesses
    3. Analyse the key elements of strategic advantage for individual organizations against the demands of their industries.
    4. Analyse strategic positioning strategies of firms and evaluate them against the necessary competencies and resources of the organization.
    5. Develop alternative strategies contingent on the demands and its industry context
    最新糖心Vlog Graduate Attributes

    This course will provide students with an opportunity to develop the Graduate Attribute(s) specified below:

    最新糖心Vlog Graduate Attribute Course Learning Outcome(s)
    Deep discipline knowledge
    • informed and infused by cutting edge research, scaffolded throughout their program of studies
    • acquired from personal interaction with research active educators, from year 1
    • accredited or validated against national or international standards (for relevant programs)
    1-5
    Critical thinking and problem solving
    • steeped in research methods and rigor
    • based on empirical evidence and the scientific approach to knowledge development
    • demonstrated through appropriate and relevant assessment
    1-5
    Career and leadership readiness
    • technology savvy
    • professional and, where relevant, fully accredited
    • forward thinking and well informed
    • tested and validated by work based experiences
    5
  • Learning Resources
    Required Resources

    The text for this course is:
    Angwin, D, Cummings, S. & Smith, C (2011) Strategy Pathfinder, Core concepts and live cases (2nd Ed.) London: Wiley
     
    Recommended readings are:
    Besanko, D., Dranove, D., Shanley, M. & Schaefer, S. (2012) Economics of Strategy (6th ed.) NJ: John Wiley & Sons.
    Meyer, R. (2014) Strategy Synthesis; Resolving Strategy Paradoxes to Create Competitive Advantage. (4th ed.) London: Cengage Learning
    Grant, R. (2015) Contemporary Strategy Analysis (98h ed.) NJ: John Wiley & Sons.

    Recommended Resources

    Hanson D., Hitt M., Ireland R., & Hoskisson R. (2017), Strategic Management Competitiveness and Globalisation, 6th Ed, Cengage Learning.

    Hill C., Jones G., & Schilling M. (2015), Strategic Management An Integrated Approach, 11th Ed, Cengage Learning.
    Besanko, D., Dranove, D., Shanley, M. & Schaefer, S. (2013) Economics of Strategy (6th ed.) NJ: John Wiley & Sons.

    De Wit, B. & Meyer, R. (2005) Strategy Synthesis. London: Thompson Learning

    Ghemawat, P. (2010) Strategy and the Business Landscape. (3rd Ed.) NJ: Prentice Hall

    Grant, R. (2013) Contemporary Strategy Analysis (8th ed.) NJ: John Wiley & Sons.

    Whittington, R (2001) What is Strategy and Does it Matter? (2nd ed.) London: Thompson Learning.
    Online Learning
    No specific online learning facilities are part of the course other than the usual communication and sharing of information/papers via MyUni. Please ensure that your MyUni email address is one through which you can be contacted.
  • Learning & Teaching Activities
    Learning & Teaching Modes

    No information currently available.

    Workload

    The information below is provided as a guide to assist students in engaging appropriately with the course requirements.

    This is a standard ‘3 Unit’ MBA course which requires about 156 hours of student effort. These 156 hours includes the time spent in class and undertaking assessment as well as the reading and assignment preparation you must undertake outside of the class hours.

    Thorough case preparation and willingness to participate in class discussion is essential to the educational process as well as the achievement of a satisfactory grade in strategic decisions and implementation. Participants will be required to prepare two or three readings plus a case study for discussion for every session. Participants will be regularly quizzed on both cases and readings, so please come prepared.
    Learning Activities Summary



    Topics, Associated Readings, and Case Studies are:

    Session 1:

    Introduction: A Framework for Strategic Analysis and what is ‘Business Strategy’?



    Readings:
    1. Thompson, Strickland, & Gamble, Chapters 1 & 2 (in eBook)

    2. “Fundamental issues in strategies” Rumelt R, Schendel D, & Teece D (eds), 1994, Chpt 1, Fundamental Issues in Strategies, Harvard Business School Press, Boston, pp.9-47 (in Folder)

    3. The perils of bad strategy (in eBook)

    4. Managing the strategy journey (in eBook)



    Case: Whole Foods Market in 2014 (in eBook)

     




    Sessions 2:

    Business Strategy Analysis and External Industry Analysis.



    Readings:
    1. Thompson, Strickland, & Gamble, Chapter 3 (in eBook)

    2. “Commitment: The persistence of strategies”, Ghemawat P.,1991, Commitment: the dynamic of strategy, The Free Press, New York, pp.13-31(in Folder)

    3. Meta SWOT – introducing a new strategic tool (in eBook)

    4. Are you ready for the digital value chain? (in eBook)



    Case: Panera bread company in 2014 (in eBook)

     





    Session 3:

    External Industry Analysis and Measuring Organisational Performance



    Readings
    1. Thompson, Strickland, & Gamble, Chapter 4 (in eBook)

    2. “The Five Competitive Forces that shape Strategy”, Porter M., HBR, January, 2008 (in Folder)

    3. “Industry segmentation & competitive advantage” Porter M., 1985, Competitive Advantage: creating and sustaining superior performance, The Free Press, New York, pp.231-272 (in Folder)

    4. Pioneering and first mover advantages: the importance of business models (in eBook)



    Case Cooper Tire & Rubber Company in 2014 (in eBook)

     

     





    Session 4:

    Measuring Organisational Performance and Capability Analysis.



    Readings:
    1. Thompson, Strickland, & Gamble, Chapter 5 (in eBook)

    2. “Capitalising on Capabilities”, Dave Ulrich and Norm Smallwood, HBR, June 2004, Jun2004, Vol. 82 Issue 6, p119-127 (in Folder)

    3. “Strategy and the Internet”, Porter M., HBR, March 2001 (in Folder)

    4. Dynamic capabilities: routines versus entrepreneurial actions (in eBook)



    Case: Nucor corporation in 2014 (in eBook)

     

     





    Sessions 5:

    Mid Term in Class Mini- Case Study Test

     

     

     





    Session 6:

    Strategic Options and Decision making 1



    Readings:
    1. Thompson, Strickland, & Gamble, Chapters 6 (in eBook)

    2. “The nature and sources of competitive advantage”, in Grant R, 1995, Contemporary Strategy Analysis, 2nd ed, Chpt 6, pp 149-172, Blackwell Business Pub. Cambridge, Massachussets (in Folder)

    3. Competing in network markets: can the winner take all? (in eBook)

    4. Organisational ambidexterity (in eBook)



    Case Tesla Motors (in eBook)

     

     
     





    Session 7:

    Strategic Options and Decision making 2



    Readings:
    1. Thompson, Strickland, & Gamble, Chapter 7 (in eBook)

    2. “The right game: use game theory to shape strategy” Brandenburger A & Nalebuff B, 1995, HBR, July –August, pp 57-71 (in Folder)

    3. “Speed & strategic choice: how managers accelerate decision making”, Einsenhardt K., 1990, California Management Review, Spring, pp.39-54 (in Folder)

    4. Adding value through offshoring (in eBook)



    Case: Tata motors in 2014 (in eBook)

     

     

     





    Session 8:



    Strategy and Ethics



    Readings:
    1. Thompson, Strickland, & Gamble, Chapter 9 (in eBook)

    2. “The business of ethics and the ethics of business”, Pattan J.E, Journal of Business Ethics 3, 1984, Pp.1-19 (in Folder)

    3. Pragmatic business ethics (in eBook)



    Case : Wal Mart in Africa (in eBook)

     





    Session 9:

    Strategy Execution 1



    Readings:
    1. Thompson, Strickland, & Gamble, Chapter 10 (in eBook)

    2. “Cost advantage”, 1985, Porter M., Competitive advantage: creating and sustaining superior performance, New York, The Free Press, pp. 97-118 (in Folder)

    3. “Competitive cost dynamics: the experience curve”, 1982, Hax A., & Maljuf N., Interfaces, 12/5, Pp.50-61 (in Folder)

    4. Building superior capabilities for strategic sourcing (in eBook)



    Case : Southwest Airlines in 2014 (in eBook)

     

     
     

     





    Session 10:

    Strategy Execution 2



    Readings:
    1. Thompson, Strickland, & Gamble, Chapters 11 & 12 (in eBook)

    2. “Innovation & competitive advantage: what we know & what we kneed to learn”, 1992, Lengnich-Hall C., Journal of Management, 18/2, pp.399-429 (in Folder)

    3. “Differentiation strategy”, 1985, Porter M., Competitive Advantage: Creating and sustaining superior performance, The Free Press, New York, pp.150-163 (in Folder)

    4. The critical few components of a truly effective culture (in eBook)



    Case: Group Presentations

    Small Group Discovery Experience

    Group Presentation & Assignment : Industry and Organisational Analysis Report



    worth 30% (15+15) of the total assessment in this subject


    to be completed in a group of no more than 5 people



    Select and analyse a strategic problem confronting a local organisation of your choice. (The real identity of the company can be disguised to protect confidential information if absolutely necessary).

    Describe the organisation, its strategies, its industry, and position within the industry.
    What is the industry like?
    What is competition like?
    Discuss the relevance of strategic groups in this industry.
    What is your assessment of the organisation’s competencies and organisational capabilities?
    What resource and organisational deficiencies do you see? What is the strategic problem?
    Identify and discuss the
    strategic opportunities which management should pursue. What major threats should top management be worried about?
    If you were asked by the Board to recommend a specific strategy or strategies for the organisation for the next five years, what strategic option(s) would you consider and what option(s) would you recommend?
    What will the organisation need to do to ensure that your recommendation(s) can be successfully implemented and executed?



    Prepare a comprehensive business report outlining your findings and recommendations. Your report should not exceed TEN pages. It should be word-processed with a font size of 12 points and line spacing of at least 1.5.



    Prepare a presentation of your findings to be delivered to the class on. Time allowed 30 mins.
  • Assessment

    The 最新糖心Vlog's policy on Assessment for Coursework Programs is based on the following four principles:

    1. Assessment must encourage and reinforce learning.
    2. Assessment must enable robust and fair judgements about student performance.
    3. Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
    4. Assessment must maintain academic standards.

    Assessment Summary
    Assessment Task Due Date/ Week Weighting Length Learning Outcomes
    TBA Week TBA TBA TBA
    TBA Week TBA TBA TBA
    TBA Week TBA TBA TBA
    TBA Week TBA TBA TBA
    Total 100%
    Assessment Detail

    Assessment






    Ind Class Participation

    Constructive participation in class discussion

    10%


    Mid Term In Class Test

    Mini Case Analysis – Sunday February 12

    20%


    Group Presentation

    Group Presentation

    15%


    Group Assignment

    Group Report

    15%


    End of Term Exam

    Case Base – Date TBA

    40%




    Thorough case preparation and willingness to participate in class discussion is essential to the educational process as well as the achievement of a satisfactory grade.

    The 10% class participation component will be based on individual contributions to lecture and case discussions.



    Individual Class Participation (10%)

    Thorough case preparation and willingness to participate in class discussion is essential to the educational process as well as the achievement of a satisfactory grade in strategic decisions and implementation. Participants will be required to prepare two or three readings plus a case study for discussion for every session. Participants will be regularly quizzed on both cases and readings, so please come prepared.



    Mid Term in Class Test (20%)

    The mid term in-class test will take the form of a short case analysis. Participants will be required to:
    Read and familiarise themselves with a short case study;
    Answer specific questions relating to the case and its industry;
    Demonstrate their ability to integrate relevant knowledge and skills covered in the first half of the course and, where applicable, in other relevant management areas.



    Group Presentation (15%)

    Details of the presentation will be discussed at the first class. You will have a total of 30-40 minutes to make your presentation and answer questions. Presentations will be held on the last day of the course.



    Group Assignment (15%)

    Please see details of the questions to be addressed on the following page. Please note that all groups and organisational choices must be approved by the lecturer. The nature and focus of group reports will be discussed in Session 1



    Examination (40%)
    The examination will be Case based and will be “open book”. Specific details and expectations will be discussed in the course.NOTE: The Assessment Details will be reviewed and updated for 2017.


    Submission
    NOTE: The Submission information will be reviewed and updated for 2017.
    Course Grading

    Grades for your performance in this course will be awarded in accordance with the following scheme:

    M10 (Coursework Mark Scheme)
    Grade Mark Description
    FNS   Fail No Submission
    F 1-49 Fail
    P 50-64 Pass
    C 65-74 Credit
    D 75-84 Distinction
    HD 85-100 High Distinction
    CN   Continuing
    NFE   No Formal Examination
    RP   Result Pending

    Further details of the grades/results can be obtained from Examinations.

    Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.

    Final results for this course will be made available through .

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    SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the 最新糖心Vlog to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy (http://www.adelaide.edu.au/policies/101/) course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.

  • Student Support
  • Policies & Guidelines
  • Fraud Awareness

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