COMMGMT 3501NA - Strategic Management III

Ngee Ann Academy - Trimester 3 - 2017

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 3501NA
    Course Strategic Management III
    Coordinating Unit Business School
    Term Trimester 3
    Level Undergraduate
    Location/s Ngee Ann Academy
    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 Staff

    Course Coordinator: Dr Chris Smith

    Course Timetable

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

  • Learning Outcomes
    Course Learning Outcomes

    On successful completion of this course students will be able to:
    1. Critically analyse the internal and external environments in which businesses operate and assess their significance for strategic planning.
    2. Apply understanding fo the theories, concepts and tools that support strategic management in organizations.
    3. Individually and collaboratively evaluate and synthesise information and existing knowledge from numerous sources and experiences.
    4. Apply appropriate tools, theorieis and concepts to analyse strategic issues in organizationas and to develop strategies for implementation.
    5. Participate constructively in team situations to complete shared taskes and meet agreed deadlines.

    University Graduate Attributes

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

    University 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
    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
    2
    Teamwork and communication skills
    • developed from, with, and via the SGDE
    • honed through assessment and practice throughout the program of studies
    • encouraged and valued in all aspects of learning
    3
    Career and leadership readiness
    • technology savvy
    • professional and, where relevant, fully accredited
    • forward thinking and well informed
    • tested and validated by work based experiences
    4
  • Learning Resources
    Required Resources

    Angwin, D, Cummings, S. & Smith, C (2011) Strategy Pathfinder, Core concepts and live cases (2nd Ed.) London: Wiley




    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 is taught in intensive mode. Each day there is a 3 hour lecture and a 1 hour and 15 minute tutorial.
    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
    INTENSIVE 1
    lecture 1 - 1/10/15 Background Introducing Strategy Ch 1
    lecture 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

    INTENSIVE 2
    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

  • 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
    Assessment Task Weighting Learning Outcome
    Individual assignment 50%
    Group assignments 10%
    Group assignment 2 10%
    Final exam 30%
    Total 100%
    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.
    1. 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
    2. 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.
    3. Bryson, John M. (2004) “What to do when Stakeholders matter” Public Management Review, Mar. Vol. 6 (1), p21-53.
    4. Sydow, Jörg; Schreyögg, Georg; Koch, Jochen. (2009) “Organizational Path Dependence: Opening The Black Box” Academy of Management Review, Oct. Vol. 34 (4), p689-709.
    Tutorial questions and presentations (20% - 2 x 10% for each presentation). You are required to read and review the academic paper prescribed for each tutorial and come prepared to discuss and present that critique. Tutorial questions are key to exam preparation.
    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.

     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.
     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. 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)
     Analyse the company’s current strategic position (where are we now?)
    ï‚  A full internal and external analysis is required
    ï‚  Discuss the important issues covered in lectures 2-5 i.e. environment, capabilities, purpose, culture & history, leadership.
    ï‚  You are required to have at least 5 academic references in this section.
     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)
     Prepare a strategic plan detailing where you think the company should be heading and why (where do we want to be?)
    ï‚  This should be prepared with respect to your preceding analysis and justification.
    ï‚  On that basis consider how your business could advance, reinforce or develop to build its strategic advantage.
    ï‚  Use tools that aid strategic positioning and direction as covered in lectures 2-6, 8 as applicable.
    ï‚  You are required to have at least 5 academic references in this section.
     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.

    Final Exam – (30%) Essay questions will require students to synthesis material from all the lectures across the course to provide integrated answers.
    Submission
    • 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.
    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.

  • Student Feedback

    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.

  • Student Support
  • Policies & Guidelines
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