COMMGMT 3501NA - Strategic Management III
Ngee Ann-Adelaide Education Centre - Trimester 3 - 2016
The course information on this page is being finalised for 2016. Please check again before classes commence.
General Course Information
Course Code COMMGMT 3501NA Course Strategic Management III Coordinating Unit Business School Term Trimester 3 Level Undergraduate Location/s Ngee Ann-Adelaide Education Centre Units 3 Available for Study Abroad and Exchange Y Prerequisites COMMGMT 2502 Incompatible COMMGMT 3510 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 Coordinator: Dr Georges Baume
The full timetable of all activities for this course can be accessed from Course Planner.
Course Learning OutcomesKnowledge & 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.
- 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.
- 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.
Required ResourcesExploring Strategy, 2015. Johnson, Whittington, Scholes, Angwin, Regnér. 10th Edition, Prentice Hall, England. ISBN: 978-1-292-00693-2
Online LearningMyUni 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 ModesThis course delivers all critical material in the 2 hour lecture and 1.5 hr tutorial session each day of the intensive week. Tutorial sessions provide enhanced understanding of course material by providing an opportunity for students to workshop concepts, theories, tools and models to advance their understanding through questions, discussions and presentations.
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 SummaryINTENSIVE 1lecture 1 - 1/10/15 Background Introducing Strategy Ch 1lecture 2 - 2/10/15 The Environment Ch 2
lecture 3 - 3/1015 Strategic Capabilities Ch 3
lecture 4 - 6/10/15 Strategic Purpose Ch 4
lecture 5 - 7/10/15 History, Culture and Leadership Ch 5
lecture 6 - 29/10/15 Business Level Strategy Ch 6
lecture 7 - 30/10/15 Corporate and Multi Business Strategy Ch 7
lecture 8 - 2/11/15 International Strategy Ch 8
lecture 9 - 3/11/15 Strategy Development Processes Ch 12
lecture 10 - 4/11/15 Organising for Success Ch 13
The University's policy on Assessment for Coursework Programs is based on the following four principles:
- Assessment must encourage and reinforce learning.
- Assessment must enable robust and fair judgements about student performance.
- Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
- Assessment must maintain academic standards.
Assessment SummaryTo 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.
• Annotated Bibliography (20%) Prepare an annotated bibliography from the academic papers provided through MyUni as on-line resources.
• Tutorial Presentations (20% - 2 x 10%) You will be required to present your review of one of the papers you critiqued in the tutorials.
• Organisational Analysis & Strategic Direction Assignment GROUP Case Study Assignment (30%) requires you to a) undertake a strategic analysis and b) prepare a strategic plan for an Adelaide based small-medium business of your choice (no franchises). You are required to use concepts and tools from the course and make your assessments on that basis.
• Final EXAM (30%) assesses the students’ ability to recognise correct information and demonstrate understanding of course material.
Assessment Detail• Annotated Bibliography (20%) You are required to prepare an annotated bibliography of the set of academic papers, detailed as follows. The papers are available as on-line resources through MyUni. Your assignment must be submitted via MyUni.
- Walsh, Philip R. (2005) "Dealing with the uncertainties of environmental change by adding scenario planning to the strategy reformulation equation" Management Decision, Vol. 43 (1), pp.113 - 122
- Ambrosini, Véronique; Bowman, Cliff. (2009) “What are dynamic capabilities and are they a useful construct in strategic management?” International Journal of Management Reviews, Mar. Vol. 11 (1), p29-49.
- Bryson, John M. (2004) “What to do when Stakeholders matter” Public Management Review, Mar. Vol. 6 (1), p21-53.
- Sydow, Jörg; Schreyögg, Georg; Koch, Jochen. (2009) “Organizational Path Dependence: Opening The Black Box” Academy of Management Review, Oct. Vol. 34 (4), p689-709.
In keeping with the small group discovery learning experience, you will be put into groups in the tutorials for further discussion of the paper (20 minutes). In your group discussions you should develop a comprehensive critique from everyone’s contributions for the presentation. Your critique must be explain the benefits and contributions of the paper to the strategic management and competitive advantage of the firm.
Four or five students will be randomly selected each tutorial to present their critique answer to the class (5 minute presentations) which will be marked according to the table below.
Table 1. Presentation assessment criteria and marking distribution
Academic Content Organisation and Logic Intelligent Expression Constructive Critique Presentation Clarity
2% 2% 2% 2% 2%
Check the resources posted for this course on MyUni for guidelines of how to give an oral presentation in the University of Adelaide Communication Skills Guide, p14.
• Organisational Analysis & Strategic Direction Assignment (30%) – GROUP Case Study Assignment (groups of 5-6) Must be submitted via MyUni. DUE midnight Sunday, 11th October.
o This assignment requires you to a) undertake a strategic organisational analysis and b) consider a constructive strategic direction for a Singaporean small-medium business (50-250 employees) of your choice. You must explain the strategic advantage that could be achieved (direction) with respect to the organisations strategic position (analysis).
o No subsidiaries or franchises – if you are unsure check with your tutor or the lecturer. If you do a franchise you will have to repeat the assignment with another business and you will incur any late penalty associated with the revised submission.
ïÂ§ If you know or are familiar with a business, organisation or company, you may wish to approach them and ask if they are agreeable to their firm being the subject of your strategic management assignment.
ïÂ§ You can use internet resources about your selected company to support your investigation.
ïÂ§ 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. You are required to have at least 10 academic references for each part of the assignment i.e. analysis and direction.
o You are required to present your assignment in the format of a professional report so please check the University of Adelaide Communication Skills Guide, p20 for guidelines.
o Put any detailed analysis and tables in the appendix and only report key points, strategic issues and justifications that you have drawn from those assessments in your assignment proper.
Organisational analysis (5 pages)
ïÂ§ Analyse the company’s current strategic position (where are we now?)
ïÂ A full internal and external analysis is required
ïÂ Discuss the important issues covered in lectures 2-5 i.e. environment, capabilities, purpose, culture & history, leadership.
ïÂ You are required to have at least 5 academic references in this section.
ïÂ§ 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)
ïÂ§ Prepare a strategic plan detailing where you think the company should be heading and why (where do we want to be?)
ïÂ This should be prepared with respect to your preceding analysis and justification.
ïÂ On that basis consider how your business could advance, reinforce or develop to build its strategic advantage.
ïÂ Use tools that aid strategic positioning and direction as covered in lectures 2-6, 8 as applicable.
ïÂ You are required to have at least 5 academic references in this section.
ïÂ§ 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.
ïÂ§ You need to explain how you believe the organisation can manage threats and address its weaknesses.
ïÂ§ Prepare your report with your suggested plans, associated goals and strategic justification.
ïÂ§ Justification for your plans and direction using corporate information and material taught in the course is ESSENTIAL.
ïÂ§ Use academic and company references where appropriate.
• Final Exam – (30%) Essay questions will require students to synthesis material from all the lectures across the course to provide integrated answers.
- All assignments must be submitted by midnight (11.59pm) on the due date via MyUni TurnIt In.
- Limit for each assignment excludes cover page, table of contents, appendices and references.
- Assignment WORD Format, font 12 pt ARIAL, 1.5 line spacing, 2.5 cm margins.
- Referencing must follow the author-date (Harvard) system consistent with management literature.
- In-text citations and bibliographic references must be consistent.
- Penalties apply for incorrect formatting.
- Any late assignments will accrue late marks at the rate of 10% of the final grade per day they are late, including any students whose assignments are late because they have failed to submit via the correct avenue i.e. Safe Assign in MyUni.
- If you require an extension you need to ask the course coordinator before the due date. IF YOU ARE HAVING TROUBLE - SEEK HELP EARLY!
- No extensions after the due date will be given without a doctor’s certificate.
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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