COMMGMT 3501 - Strategic Management III

North Terrace Campus - Semester 2 - 2014

This course addresses the strategic management of organisations, including the formulation of longer term strategic directions, the planning of objectives and supporting strategies, and the control of strategic implementation. It provides students with an understanding of the approaches and tools for planning and controlling strategy at the organisation and sub-unit levels, as well as experience in case analysis and practical application of planning and control skills. Topics include evaluating the strategic environment, industry and competitive analysis, formulating mission and setting objectives, strategy selection and implementation, and strategic control. Also considered are specialist issues in strategic management such as technology and not-for-profit organisation management, corporate social responsibility and environmental strategies.

  • General Course Information
    Course Details
    Course Code COMMGMT 3501
    Course Strategic Management III
    Coordinating Unit Business School
    Term Semester 2
    Level Undergraduate
    Location/s North Terrace Campus
    Units 3
    Contact Up to 3 hours per week
    Prerequisites COMMGMT 2502
    Assumed Knowledge 48 units of program attempted and passed
    Course Description This course addresses the strategic management of organisations, including the formulation of longer term strategic directions, the planning of objectives and supporting strategies, and the control of strategic implementation. It provides students with an understanding of the approaches and tools for planning and controlling strategy at the organisation and sub-unit levels, as well as experience in case analysis and practical application of planning and control skills. Topics include evaluating the strategic environment, industry and competitive analysis, formulating mission and setting objectives, strategy selection and implementation, and strategic control. Also considered are specialist issues in strategic management such as technology and not-for-profit organisation management, corporate social responsibility and environmental strategies.
    Course Staff

    Course Coordinator: Dr Lisa Daniel

    Dr Lisa Daniel
    Room: 10-34, 10 Pulteney Street, Adelaide 5005 SA
    Telephone: +61 8 8313 3105
    Email: lisa.daniel@adelaide.edu.au
    Course Timetable

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

    Weekly lectures begin Monday, July 28 from 11 am till 1 pm.
    Tutorial sessions commence week 2.

  • Learning Outcomes
    Course Learning Outcomes
    Knowledge & Understanding
    • An understanding of the political, economic, technological, social and cultural environments of businesses.
    • An understanding of the theories, concepts and tools that support strategic management in organisations.
    • An appreciation of the implications of structure, culture and operations on the strategic management of organizations.
    • Capacity to understand the significant issues of strategy in business and management.
    Communication & Comprehension Skills
    • Ability to evaluate and synthesise information and existing knowledge from numerous sources and experiences.
    • Capacity to apply relevant theories and concepts to inform the demands of business and management practice.
    • Ability to recognize the limits of management and strategy and a capacity to identify, develop and apply alternative methods where necessary.
    • Ability to interpret complex business issues and ascertain their causes and effects through application of appropriate tools, then develop feasible and constructive solutions and provide advice to business managers.
    • Capacity to participate constructively in team situations to complete shared tasks and meet deadlines
    • High level analytical, critical thinking and problem solving skills, high level oral communication skills, high level written communication skills.
    Attitudes and Values
    • A commitment to objectivity, intellectual inquiry and academic rigour.
    • An appreciation of the role of business ethics and corporate responsibility.
    • An appreciation of cultural diversity and sensitivity in the management of businesses.
    • An appreciation of social justice through organisations that pursue good governance, meet professional standards and conform to societal norms and uphold respected community value.
    University Graduate Attributes

    No information currently available.

  • Learning Resources
    Required Resources
    Exploring Strategy, 2014. Johnson, Whittington, Scholes, Angwin, Regnér. 10th Edition, Prentice Hall, England. ISBN: 978-1-292-00693-2
    Online Learning
    MyUni is used extensively in this course for announcements, assignment submission and assessment advice. Please ensure you have access to MyUni BEFORE lectures begin.
  • Learning & Teaching Activities
    Learning & Teaching Modes
    This course delivers all critical material in a 2-2 ½ hour lecture over 10 days delivered in two intensives.
    Tutorial sessions each day provide an opportunity for students to workshop concepts, theories, tools and models to advance their understanding through questions, discussions and presentations.
    Workload

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

    At least 3 hours of study time is required for each lecture, over and above the contact hours of the lecture and tutorial/workshops in each intensive. This expectation is considered to provide the level of study required in order to achieve an effective understanding of the course material.
    Learning Activities Summary

    Lecture Perspective Topic Text
    1 Background Introducing Strategy Ch 1
    2 ANALYSIS The Environment Ch 2
    3 Strategic Capabilities Ch 3
    4 Strategic Purpose Ch 4
    5 History, Culture and Leadership Ch 5
    6 PLANNING Business Level Strategy Ch 6
    Sunday Analysis of major case - due midnight Part A
    7 Corporate and Multi Business Strategy Ch 7
    8 International Strategy Ch 8
    ~~ Semester break ~~
    9 Public Holiday.
    Sunday Planning for major case assignment is due midnight Part B
    10

    IMPLEMENTATION
    &
    FEEDBACK
    Strategy Development Processes Ch 12
    11 Organising for Success Ch 13
    12 Strategic Change Ch 14
  • Assessment

    The University'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
    To ensure students passing this course have a reasonable understanding in strategic management this course has been structured to provide the maximum learning opportunities through assessment tasks.
    • Tutorial presentations (20% - 2 x 10%). Every tutorial you are required to bring your pre-prepared answers to the tutorial questions (appended) for discussion. Following discussions, five students will be randomly selected to present their answers. Your presentations will be graded in the tutorials so attendance is imperative.
    • Organisational Analysis & Strategic Direction Assignment GROUP Case Study Assignment (50% - 2 parts x 25% for each) requires you to a) undertake a strategic analysis and b) prepare a strategic plan for an Adelaide based small-medium business of your choice. You are required to use concepts and tools from the course and make your assessments on that basis.
    • Final multiple choice EXAM (30%) assesses the students’ ability to recognise correct information and demonstrate understanding of course material. NEGATIVE marking applies.
    Assessment Detail
    · Tutorial questions and presentations (20% - 2 x 10% for each presentation). You are required to prepare answers to ALL questions for EVERY tutorial. In keeping with small group learning, in the tutorials you will be put into groups and randomly assigned one of the questions for further discussion (20 minutes). In your group you must share your answers to develop the most comprehensive answer from all contributions. Four or five students will be randomly selected each tutorial to present their groups answer to the class (5 minute presentations).

    Table 1. Presentation assessment criteria and marking distribution
    Academic Content Organisation and Logic Intelligent Expression Constructive Examples Presentation Clarity
    2% 2% 2% 2% 2%

     · Organisational Analysis (Part A) & Strategic Direction (Part B) Assignment (50%) – GROUP Case Study Assignment (groups of 3-4) Must be submitted via MyUni Turn-it-in.

    o This assignment requires you to a) undertake a strategic organisational analysis and b) create a strategic direction for a Singaporean small-medium business (50-250 employees) of your choice.
     -  You may wish to approach a business, organisation or company that you know or are familiar with and ask if they are agreeable to being the subject of your strategic management assignment.
     -  You can use internet resources about your selected company to support your investigation.
     -  Alternatively you can identify an existing business and make a sensible assessments based on your observations and other available business information and resources.
    o Make sure you note ALL your sources (both academic and business) and the source details in your reference list.
    o Begin your reports with an executive summary (1 page or less) explaining concisely what you found that is important and why. Justification of these in your assignment is essential.
    o Put detailed analysis and tables in the appendix and only report key points and justifications that you have drawn from those assessments in your assignment proper.
    Organisational analysis (5 pages – 25%) DUE midnight Wednesday 22nd October
     -  Analyse the company’s current strategic position (where are we now?)
    A full internal and external analysis is required
    Discuss the important issues covered in lectures 2-5 i.e. environment, capabilities, purpose, culture & history, leadership.
     -  You must a) assess these issues with respect to your organisation and b) justify why they are important with respect to their implications for your business’ strategy i.e. you must report on their situation and what is strategically significant about the situation.
    Strategic direction and advantage (5 pages – 25%) DUE midnight Wednesday 3rd December.
     -  Prepare a strategic plan detailing where you think the company should be heading and why (where do we want to be?)
    This should be prepared with respect to your preceding analysis and justification.
    On that basis consider how your business could advance, reinforce or develop to build its strategic advantage.
    Use tools that aid strategic positioning and direction as covered in lectures 2-6, 8 as applicable.
     -  You need to explain and justify how your direction and ideas for advantage are consistent with your businesses existing strengths and current opportunities and its established overarching objectives. 
      - You need to explain how you believe the organisation can manage threats and address its weaknesses.
     -  Prepare your report with your suggested plans, associated goals and strategic justification.
     -  Justification for your plans and direction using corporate information and material taught in the course is ESSENTIAL.
     -  Use academic and company references where appropriate.
     -  You must explain the strategic advantage that could be achieved (Part B) with respect to the organisations strategic position (Part A).

    · Final Exam – multiple choice questions (30%) Multiple choice questions will be based on the text and the sample questions available in practice quizzes on MyUni.
    o NEGATIVE marking applies i.e. ½ mark is lost for each wrong answer while 1 mark is gained for each right answer.
    Submission
    • All submissions MUST be in WORD.docx, 12pt Arial, 1.5 spacing, 2.5 cm margins.
    • References, appendices, executive summary and cover pages are not included in the page limit.
    • Over limit material will not be read or assessed.
    • Assignments submitted without student name or number on the documents will automatically lose 10% of their final grade.

    Late Assignment Submission - If you require an extension you need to get permission at least a week before the due date, as assessment requirements are known from the start of the semester.

    Any late assignments without extensions will accrue late marks at the rate of 10% of the final grade per day including students whose assignments are late because they have failed to submit via the appropriate method.
    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 Access Adelaide.

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    The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.

    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 University 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.

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