UWA Business SchoolUnit OutlineStrategic ManagementMGMT3347SEM-2, 2015Campus: CrawleyUnit Coordinator: Dr Christopher Chalon All material reproduced herein has been copied in accordance with and pursuant to a statutory licence administered byCopyright Agency Limited (CAL), granted to the University of Western Australia pursuant to Part VB of the Copyright Act 1968(Cth).Copying of this material by students, except for fair dealing purposes under the Copyright Act, is prohibited. For the purposesof this fair dealing exception, students should be aware that the rule allowing copying, for fair dealing purposes, of 10% of thework, or one chapter/article, applies to the original work from which the excerpt in this course material was taken, and not tothe course material itself The University of Western Australia 2001Page 1Unit detailsUnit title Strategic ManagementUnit code MGMT3347 Credit points 6Availability SEM-2, 2015 (27/07/2015 - 21/11/2015)Location Crawley Mode Face to faceContact detailsFaculty Business SchoolSchool UWA Business SchoolSchool website www.business.uwa.edu.auUnit coordinator Dr Christopher ChalonEmail christopher.chalon@uwa.edu.auConsultation hours By appointmentUnit contact hoursLecture time: Thursdays, 2:00pm - 4:00pmLecture venue: Please refer to http://www.timetable.uwa.edu.au for the unit timetable.For standard teaching period: lectures: 2 hrs per week; tutorials: 1 hr per weekLecture capture system LCS is implemented for this unit.Online handbook http://units.handbooks.uwa.edu.au/units/MGMT/MGMT3347Unit website http://www.Unit rulesPrerequisites Any two Level 2 units in the Management major; for pre-2012 courses: noneUnit descriptionThis unit examines theories, models and analytical frameworks in the field of strategic management. Major themes include the conceptof strategy, goals, values and performance, industry analysis, resources and capabilities, organisational structure and managementsystems, nature and sources of competitive advantage, cost advantage, differentiation advantage, life-cycle model, technology-basedindustries and management of innovation, competitive advantage in mature industries, vertical integration and the scope of the firm,global strategies and multinational enterprise, diversifications strategies, multi-business strategies, and strategies for the future. Casestudies and student projects provide opportunities to apply concepts learned, not only from this unit, but from other business and non-business units as well.IntroductionWelcome to the Strategic Management unit. This unit is designed to provide you with the opportunity to develop an essential managerialtool confidence in your ability to structure problems and to make decisions. This unit provides you with an opportunity, perhaps uniquetoyourundergraduateexperience,tosynthesizethefunctionalareasofaccounting,marketing,finance,law,informationsystems,engineering and economics into a comprehensive strategic analysis of a firm. The confidence acquired should increase your ability tomake strategic decisions within an integrative framework.Unit contentThis unit introduces students to the key parameters of strategic management, covering the evaluation of the organisations internal andexternalenvironments,the formulationofbasicorganisationalmissions,purposes,andobjectives;the developmentofpoliciesandstrategiestoachievethemand,theefficientexecutionof implementationprocessesthatresultintheachievementoforganisationalobjectives.The goal of the unitThisunitprovidesyouwithanopportunity,perhapsuniquetoyourundergraduateexperience,tosynthesizethefunctionalareasofaccounting,marketing,finance,law,informationsystems,engineeringandeconomicsintoacomprehensivestrategicanalysisofafirm.The emphasis is on strategic thinking and critical analysis and students will be encouraged to go beyond the prescriptive approach ofwhattodoandexplorethewhyandhowelementsofdecisionmaking.Researchskillsandtheabilitytoaccessuptodateinformation, as well as creative thinking and successful presentation of ideas will be important. Teamwork and communications skillsare also essential in this course.Educational principles and graduate attributesIn this unit, you will be encouraged and facilitated to develop the ability and desire to:Develop an understanding of the factors contributing to sustainable competitive advantage for organisations;Developanunderstandingofthelinkbetweentheexternalandinternalenvironmentsofanorganisation,andhowthisimpactsonstrategy formulation and implementation;Page 2Understand the global forces and issues which serve to precipitate rapid change in the way that organisations compete to achievelong-term performance;Reflectonyourownexperienceoforganisationsaswellasthosethatyoustudywithaviewtobecomingmoreawareofwaysinwhich these organisations can grow and develop;Engage in activities which involve critically analysing the way that organisations are structured and managed and suggesting ways ofimproving them;Developanawarenessoftherange,scope,andcomplexityoftheissuesandproblemsrelatedtoachievinglong-termstrategiccompetitiveness.Learning outcomesStudents are able to (1) understand the strategic management process through exposure to theoretical concepts and currentdevelopments in the field; (2) develop an appreciation of the organisation as an integrated system through extensive case analysis,encompassing a variety of concepts and theories covered in class; (3) think strategically and apply key course theories and tools toidentify key challenges and opportunities; (4) formulate plausible solutions and initiatives consistent with organisational goals; and (5)make informed recommendations regarding the optimal path for the organisation for sustainable performance.Unit scheduleWeek Date Lecture Topic Readings1 30 July Course introduction Strategic management and strategiccompetitiveness Chap 12 6 August The external environment Chap 23 13 August The internal environment Chap 34 20 August Business level strategy Blue Ocean Strategy Chap 4 Articles on LMS5 27 August Competitive rivalry and competitive dynamics Chap 56 3 September Corporate level strategy Chap 67 10 September Acquisition and restructuring Cooperative strategy Chaps 7 & 9 8 17 September Managing innovation Strategic entrepreneurship Chap 13 Articles on LMS9 24 September Group project consultations (no lecture)Mid-semester study break 28 September - 4OctoberNo lecture10 8 October International Strategy Chap 8 11 15 October Corporate governance & strategic leadership Chaps 10 & 12 Article on LMS12 22 October Organisational structure and control Chap 1113 29 October Course revision Exam overview Pre-examination study break 2 - 6 NovemberSemester 2 examinationperiod7 - 21 NovemberTeaching and learning responsibilitiesTeaching and learning strategiesThis course combines a number of instructional tools including lectures, tutorial review questions, case analyses, team projects andfinalexamination.Thelecturerwillassumethatthestudenthasreadtherelevantmaterialidentifiedintheunitschedulepriortoattending class.The lectures will focus on ensuring that the student and lecturer have a common understanding of the key concepts of the course, willdescribetheapplicationoftheseconceptstocurrentbusinesschallenges,andwillseektoassistthestudentindevelopingananalytical framework for the analysis of future business challenges.Your tutorials give you the opportunity to prepare for, and engage in, conversations on the key issues facing organisations today as theytry to adapt to a time of extraordinary change and complexity.The tutorials, along with your assignments, give you the opportunity toengage with the course materials and one another as you make sense of what is happening in the world of work and organisations anddevelop your own ideas about what you can do as a leader and manager within organisations in the future (or perhaps the present).Page 3Case analyses, text review questions and discussions will be the predominant focus of the tutorial sessions. For each week, studentsshould prepare the relevant text review questions and/or case analyses (as set out in the unit outline) in advance of the tutorial, andcomepreparedfordiscussion.TwocasesfromthetextbookwillbecoveredinthetutorialsColesandWoolworths(week3)andMcDonald's (week 4), and students should prepare by applying key concepts from the textbook readings and lectures to the assignedcases. Each student will complete an individual case analysis of the Lego case (available on LMS); see unit outline for due date andsubmission details.Agroupprojectwillbecompletedbygroupsof34studentsformedwithinthelargertutorialgroups.Thegroupwillperformacomprehensiveanalysisofacompany(Apple, AirAsiaX,GEOXorCirqueduSoleil).Theobjectiveoftheprojectistoevaluatetheimpactsofexternalenvironmentalandinternalresourcesonthecompanyscurrentstrategicdirectionandperformance,andmakerecommendations for future sustainable performance.Your group project presentation gives you the opportunity to articulate your analysis and recommendations in front of an audience. Themainobjectiveofthistaskistodevelopyourability(asagroup)toarticulate,explainanddefend(throughQ&Asessions)yourevaluationandrecommendedcourseofaction.Thispresentation(togetherwiththegroupproject)requireseachgrouptoworkverymuch as a team, a key characteristic of work in contemporary organisations.Finally,the examination will test the students understanding of lecture and reading materials, as well as their ability to apply strategytheories and concepts to real-life business problems and scenarios. Teaching and learning evaluationYou may be asked to complete two evaluations during this unit.TheStudentPerception ofTeaching (SPOT) and theStudentsUnitReflective Feedback (SURF). The SPOT is optional and is an evaluation of the lecturer and the unit. The SURF is completed online andisauniversitywidesurveyanddealsonlywiththeunit.YouwillreceiveanemailfromtheSURFofficeinvitingyoutocompletetheSURFwhenitisactivated.Weencourageyoutocompletetheformsasyourfeedbackisextremelyimportantandcanbeusedtomake changes to the unit or lecturing style when appropriate.Thisunit,likeothersatUWA,isevaluatedonaregularbasisandfeedbackfromstudentsistakenintoaccountwhentheunitisupdated. Changes that have been introduced in this unit in response to student feedback in the last few years include the following:EnsuringthatallrelevantlecturestothegroupprojectaredeliveredearlyintheSemesterenablingadditionaltimetopreparethegroup report;Ensuringthatstudentsareexposedtoreallifeorganisationalsituationsandgiventheopportunitytoapplytheunitcontentinaddressing actual problems.AttendanceParticipationinclass,whetheritislisteningtoalectureorgettinginvolvedinotheractivities,isanimportantpartofthelearningprocess. It is therefore important that you attend classes. More formally, the University regulations state that to complete a course orunit students shall attend prescribed classes, lectures, seminars and tutorials.Charter of student rights and responsibilitiesTheCharterofStudentRightsandResponsibilitiesupholdsthefundamentalrightsofstudentswhoundertaketheireducationattheUniversityofWesternAustralia.TheUniversity'scharterofStudentRightsandResponsibilitiesisavailableathttp://www.secretariat.uwa.edu.au/home/policies/charterStudent Guild contact detailsContact details for the University Student Guild can be found at http://www.guild.uwa.edu.au/. The Guild Education Officer is available toprovide assistance and advice on a range of issues.ACE/AISE/CARSYour academic orientation includes three online units which you must complete within the first 10 weeks of your enrolment:AACE1000 Academic Conduct Essentials (ACE) INDG1000 Indigenous Study Essentials CARS1000 Communication and Research SkillsInformation for students with disabilitiesThe University has a range of support services, equipment and facilities for students with a disability. If you would like to receive adviceontheseservicespleaseemail uniline@uwa.edu.auorvisithttp://www.studentservices.uwa.edu.au/information_about/disability_programmeAssessmentAssessment overviewAssessment information is provided in the unit outline.Assessment mechanism# Component Weight Due date Relates to outcomes1 Individual case study 15% 11 September, 12:00noon AllPage 42 Group case study 20% 9 October, 12:00noon All3 Group presentation 5% Weeks 11 and 12 tutorials 3,4,54 Tutorial attendance and participation 10% Ongoing All5 Final examination 50% Semester 2 examination period: 7 - 21 November 3,4,5Assessment itemsItem Description Submissionprocedure#1 - Individual case study Students will prepare an analysis of the Lego case (on LMS), and use thecase analysis framework outlined in LMS, as well as notes provided by thelecturer as a guide in their case analysis.Via LMS#2 - Group case study Students will form groups of 3 or 4 members within the tutorial groups andeach group will select a company from Apple, Cirque du Soleil, GEOX orAirAsia X. These cases can be found on LMS. These companies have beencarefully selected for their impact on the local and international businessenvironment; topical in their strategic direction or issues they are currentlyfacing; and are highly relevant to specific areas of this course.Via UniPrint#3 - Group presentation Groups will present the highlights of their project to their tutorial group duringweeks 11 and 12 of the semester. The objective is for the groups tocommunicate the key issues and main conclusions from their analysis. Thepresentation should be well structured, clear and concise, and conducted in aprofessional style.In tutorial#4 - Tutorial attendance andparticipationThe tutorial mark should represent the students preparedness andwillingness for consistent participation in tutorials. It is essential that studentsread the readings and case studies that have been assigned for discussioneach week, regardless of whether a case submission is required.In tutorial#5 - Final examination A formal examination will be held at the end of the semester. The exam willrequire an essay-type answer to specific questions or a business scenario.The whole semesters work will be the subject of the final examination.Answering questions in the examination will require knowledge the concepts,theory, terminology, principles and applications covered during the course ofthe unit. All lectures, guest lectures, cases, readings and videos coveredduring the course of the semester will contribute to this body of examinableknowledge. Your answers will be assessed on how well you display andapply a comprehensive and integrated view of the unit content. The final examination is 3 hours and 10 minutes reading time.Academic literacy and academic misconductThe University of Western Australia takes very seriously the matter of academic misconduct by students and has policies in place thatdefinemisconduct(includingplagiarism)andthepenaltiesthatapply.Theconsequencesformisconductcanbesevere,includingexclusion from the University.All students are expected to make themselves aware of the definitions and the policies relating to academic misconduct, found at thewebsites below, and with any additional requirements or stipulations that may be provided by individual coordinators.http://www.teachingandlearning.uwa.edu.au/tl4/for_uwa_staff/policies/student_related_policies/academic_conductAppeals against academic assessmentThefullregulationsgoverningappealsproceduresareavailableintheUniversityHandbookavailableonlineathttp://rules.handbooks.uwa.edu.au/rules/student_rules/Textbooks and resourcesRecommended textsPlease ensure you have access to the following textbook which will be referred to throughout the course:Hanson,D.,Dowling,P.J.,Hitt,M.A.,Ireland,R.D.andHoskisson,R.E.(2013),StrategicManagement:CompetitivenessandGlobalisation (Asia Pacific 5th ed.), Cengage Learning, Melbourne. ISBN:9780170227643Available for purchase through the Campus Bookshop. Some copies in Closed Reserve.Page 5Additional resources and readingCases for the individual case analysis and group projects are available on LMS:LegoCirque du SoleilGEOXAppleAirAsia XOther important informationLate submissionFailure to submit by the due date will attract a penalty of 10% for each day beyond the due date, including weekends. The lecturer onlyinexceptionalcircumstanceswillwaivethispenalty.Noworkwillbeacceptedafterotherstudentsworkhasbeenmarkedandreturned. Equipment malfunction and work commitments will not be accepted as valid reasons for late work.Standard of assessmentThe Business School must ensure that the processes of assessment are fair and are designed to maintain the standards of the Schooland its students. The School follows the UWA marks and grades distribution:Higher distinction (HD) 80-100%Distinction (D) 70-79%Credit pass (CR) 60-69%Pass (P) 50-59%Fail (N+) 45-49%Fail (N) 0-44%Failed component (FC) Thescalingofmarkstoensurecomparabilitybetweenclassesisanacceptableacademicpractice.TheSchoolandBoardofExaminers have the right to scale marks where it is considered necessary to maintain consistency and fairness.Quality assuranceYourassessedworkmayalsobeusedforqualityassurancepurposes,suchastoassessthelevelofachievementoflearningoutcomes as required for accreditation and audit purposes. The findings may be used to inform changes aimed at improving the qualityof Business School programs. All material used for such processes will be treated as confidential, and the outcome will not affect yourgrade for the unit.Approved calculators for examinationsTheUniversitypermitsonlytheuseofcalculatorsinexaminationswhenthecalculatorhasanapprovedstickerandtheexaminerpermits their use.If the student does not have an approved sticker on their calculator, they will not be permitted to use the calculator. CalculatorscanbeapprovedattheUndergraduateStudentCentre,thePostgraduateStudentCentreoratStudent Administration. Further information is available on the Business School website at http://www.business.uwa.edu.au/students/assessmentsSpecial consideration/alternative arrangementsIf you are unable to attend a class, tutorial or examination due to circumstances beyond your control and are seeking an extension forsubmissionofanassignmentoradeferredexam,pleasereadvalidreasonsforspecialconsiderationa t http://www.student.uwa.edu.au/life/health/uniaccess/special-consideration,completetheapplicationformandsubmitattheUndergraduate Student Centre or Postgraduate Student Centre.PLEASE NOTE that deferred exams are not available in Summer School units.Acknowledging Sources of Information and the Business School Policy on PlagiarismStudent Services provides an online plagiarism portal that includes a definition of plagiarism and a link to FAQhttp://www.studentservices.uwa.edu.au/ss/learning/online_services/plagiarism_portalTurnitin' Originality Checking & Plagiarism Prevention is used in the Faculty to allow both educators and their students check writtenworkforimpropercitationormisappropriatedcontent.Moreinformationabout'Turnitin'canbefoundathttp://turnitin.com/static/index.htmleBooks and open book examseBooks cannot be taken into an examination. Please check your exam details and purchase a printed version of any book you wouldselect to take into an open book exam.ReferencingIt is important that the referencing of any sources used in your written work is done properly, if only to substantiate the points you aremakinginyourassignmentorproject.TheHarvardstyleisthepreferredandtherearesomenotesforguidancewhichhavebeenprepared by the library staff:Citing your Sources Harvard Style http://libguides.library.uwa.edu.au/harvardPage 6The EndNote software package is a really good system for building up a database of references.Not everyone will want to invest thetime in using this system but you should consider it if you intend to build up resource materials or plan to undertake extensive researchinaparticulararea.Thelibrarystaffhavealsodevelopedatutoringpackage:AQuickGuidetoUsingEndNotewhichprovidesthebasics for using EndNote with an essay http://libguides.library.uwa.edu.au/endnoteLast day to add a unit offered in a semesterFrom 2014, the final date to add a unit has been changed to the end of week 2 of the semester.For further information on importantdates for 2015, refer to http://www.student.uwa.edu.au/course/dates/importantPage 7