Unit Outline MGMT3347 Strategic Management Semester 2, 2015 Crawley Campus Unit Coordinator: Dr Christopher Chalon Business School www.business.uwa.edu.au * This Unit Outline should be read in conjunction with the Business School Unit Outline Supplement available on the Current Students web site http://www.business.uwa.edu.au/students2 Allmaterialreproducedhereinhasbeencopiedinaccordancewithandpursuanttoastatutory licenceadministeredbyCopyrightAgencyLimited(CAL),grantedtotheUniversityofWestern Australia pursuant to Part VB of the Copyright Act 1968 (Cth). Copyingofthismaterialbystudents,exceptforfairdealingpurposesundertheCopyrightAct,is prohibited.Forthepurposesofthisfairdealingexception,studentsshouldbeawarethattherule allowing copying, for fair dealing purposes, of 10% of the work, or one chapter/article, applies to the originalworkfromwhichtheexcerptinthiscoursematerialwastaken,andnottothecourse material itself. The University of Western Australia 2012 3 UNIT DESCRIPTION Introduction Welcome to the Strategic Management unit. This unit is designed to provide you with the opportunitytodevelopanessentialmanagerialtoolconfidenceinyourabilityto structureproblemsandtomakedecisions.Thisunitprovidesyouwithanopportunity, perhapsuniquetoyourundergraduateexperience,tosynthesizethefunctionalareasof accounting,marketing,finance,law,informationsystems,engineeringandeconomics intoacomprehensivestrategicanalysisofafirm.Theconfidenceacquiredshould increase your ability to make strategic decisions within an integrative framework. Unit content Thisunitintroducesstudentstothekeyparametersofstrategicmanagement,covering the evaluation of the organizations internal and external environments, the formulation of basic organizational missions, purposes, and objectives; the development of policies and strategiestoachievethemand,theefficientexecutionofimplementationprocessesthat result in the achievement of organisational objectives. The Goal of the Unit Thisunitprovidesyouwithanopportunity,perhapsuniquetoyourundergraduate experience,tosynthesizethefunctionalareasofaccounting,marketing,finance,law, information systems, engineering and economics into a comprehensive strategic analysis of a firm. Learning outcomes On completion of this unit, you should be able to: 1.Understand the strategic management process through exposure to theoretical concepts and current developments in the field; 2.Develop an appreciation of the organization 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 to identify key challenges and opportunities; 4.Formulate plausible solutions and initiatives consistent with organisational goals; 5.Make informed recommendations regarding the optimal path for the organisation for sustainable performance.

4 Theemphasisisonstrategicthinkingandcriticalanalysisandstudentswillbe encouraged to go beyond the prescriptive approach of what to do and explore the why andhowelementsofdecisionmaking.Researchskillsandtheabilitytoaccessupto date information, as well as creative thinking and successful presentation of ideas will be important. Teamwork and communications skills are also essential in this course. Educational principles In 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; Develop an understanding of the link between the external and internal environments of an organisation, and how this impacts on strategy formulation and implementation; Understand the global forces and issues which serve to precipitate rapid change in the way that organisations compete to achieve long-term performance; Reflect on your own experience of organisations as well as those that you study with a view to becoming more aware of ways in which these organisations can grow and develop; Engage in activities which involve critically analysing the way that organisations are structured and managed and suggesting ways of improving them; Develop an awareness of the range, scope, and complexity of the issues and problems related to achieving long-term strategic competitiveness. TEACHING AND LEARNING RESPONSIBILITIES Teaching and learning strategies Thiscoursecombinesanumberofinstructionaltoolsincludinglectures,tutorialreview questions,caseanalyses,teamprojectsandfinalexamination.Thelecturerwillassume thatthestudenthasreadtherelevantmaterialidentifiedinthecourseschedulepriorto attending class. Thelectureswillfocusonensuringthatthestudentandlecturerhaveacommon understandingofthekeyconceptsofthecourse,willdescribetheapplicationofthese concepts to current business challenges, and will seek to assist the student in developing an analytical framework for the analysis of future business challenges. Yourtutorialsgiveyoutheopportunitytopreparefor,andengagein,conversationson thekeyissuesfacingorganisationstodayastheytrytoadapttoatimeofextraordinary changeandcomplexity.Thetutorials,alongwithyourassignments,giveyouthe opportunitytoengagewiththecoursematerialsandoneanotherasyoumakesenseof whatishappeningintheworldofworkandorganisationsanddevelopyourownideas aboutwhatyoucandoasaleaderandmanagerwithinorganisationsinthefuture(or perhaps the present). 5 Caseanalyses,textreviewquestionsanddiscussionswillbethepredominantfocusof thetutorialsessions.Foreachweek,studentsshouldpreparetherelevanttextreview questions and/or case analyses (as set out in the unit outline) in advance of the tutorial, andcomepreparedfordiscussion.Twocasesfromthetextbookwillbecoveredinthe tutorialsWoolworthsandColes(week3)andMcDonalds(week4),andstudents should prepare by applying key concepts from the textbook readings and lectures to the assigned cases. Each student will complete an individual case analysis of the Lego case (seeunitoutlineforduedateandsubmissiondetails).Studentswillgetachanceto discuss this case in their tutorials (weeks 5 and 6). Agroupprojectwillbecompletedbygroupsof34studentsformedwithinthelarger tutorialgroups.Thegroupwillperformacomprehensiveanalysisofacompany(AirAsia X,Apple,GEOXorCirqueduSoleil).Theobjectiveoftheprojectistoevaluatethe impactsofexternalenvironmentalandinternalresourcesonthecompanyscurrent strategicdirectionandperformance,andmakerecommendationsforfuturesustainable performance.Studentswillgetachancetodiscussthesecasesintheirtutorials(weeks 7, 8 and 9). Your group project presentation gives you the opportunity to articulate your analysis and recommendationsinfrontofanaudience.Themainobjectiveofthistaskistodevelop yourability(asagroup)toarticulate,explainanddefend(throughQ&Asessions)your evaluation and recommended course of action. This presentation (together with the group project) requires each group to work very much as a team, a key characteristic of work in contemporary organisations. Finally,theexaminationwilltestthestudentsunderstandingoflectureandreading materials,aswellastheirabilitytoapplystrategytheoriesandconceptstoreal-life business problems and scenarios. Teaching and learning evaluation Youmaybeaskedtocompletetwoevaluationsduringthisunit,namely,theStudent Perception of Teaching (SPOT) and the Students Unit Reflective Feedback (SURF). The SPOTisoptionalandisanevaluationofthelecturerandtheunit.TheSURFis completedonlineandisauniversitywidesurveyanddealsonlywiththeunit.Youwill receiveanemailfromtheSURFofficeinvitingyoutocompletetheSURFwhenitis activated.Weencourageyoutocompletetheformsasyourfeedbackisextremely importantandcanbeusedtomakechangestotheunitorlecturingstylewhen appropriate. This unit, like others at UWA, is evaluated on a regular basis and feedback from students is taken into account when the unit is updated. Changes that have been introduced in this unit in response to student feedback in the last few years include the following: Ensuring that all relevant lectures to the group project are delivered early in the Semester enabling additional time to prepare the group report; Ensuring that students are exposed to real life organisational situations and given the opportunity to apply the unit content in addressing actual problems. 6 Attendance Participationinclass,whetheritislisteningtoalectureorgettinginvolvedinother activities,isanimportantpartofthelearningprocess.Itisthereforeimportantthatyou attend classes. More formally, the University regulations state that to complete a course or unit students shall attend prescribed classes, lectures, seminars and tutorials.CONTACT DETAILS Westronglyadvisestudentstoregularlyaccesstheirstudentemailaccounts.Important informationregardingtheunitisoftencommunicatedbyemailandwillnotbe automatically forwarded to private email addresses. Unit coordinator/lecturer Name: Dr Christopher Chalon Email: christopher.chalon@uwa.edu.au Consultation hours: By appointment Lecture times: Thursday 2:00-3.45 Lecture venue: Wesfarmers Lecture Theatre Tutors Name: Sue Bamford Email: suzanne.bamford@uwa.edu.au Name: Doug Moffat Email: doug.moffat@uwa.edu.au

7 TUTORIAL TIMETABLE TimeRoomBuildingInstructor Monday 11am Monday 12noon Monday 1pm Tuesday 10am Tuesday 11am Tuesday 12noon Wednesday 8am Wednesday 9am Wednesday 10am Thursday 9am Thursday 10am Thursday 11am Thursday 4pm SSCI: 216 SSCI: 216 PSYC: G41 SAND: G06 SAND: G06 SAND: G06 SSCI: LR2 SSCI: LR2 SSCI: 125 SAND: G10 MCS: G35 MCS: G35 BUSN: 164 Social Science Building Social Science Building Psychology Building Sanders Building Sanders Building Sanders Building Social Science Building Social Science Building Social Science Building Sanders Building Bayliss Building Bayliss Building Business School Doug Moffat Doug Moffat Doug Moffat Doug Moffat Doug Moffat Doug Moffat Chris Chalon Chris Chalon Chris Chalon Sue Bamford Sue Bamford Sue Bamford Chris Chalon TEXTBOOK(S) & RESOURCES Unit Website http://www.lms.uwa.edu.au Required text Hanson, D., Dowling, P. J., Hitt, M. A., Ireland, R. D. and Hoskisson, R. E. (2011), Strategic Management: Competitiveness and Globalisation (Asia Pacific 5th ed.), Cengage Learning, Melbourne. Available for purchase through the Campus Bookshop. Some copies in Closed Reserve. Additional resources & reading material Cases for the individual case analysis and group projects are available on Blackboard: 1.AirAsia X 2.Cirque du Soleil 3.GEOX 4.Apple Inc. in 2015 5.Lego 8 UNIT SCHEDULE Lecture Schedule WeekWeek beg.TopicReadings 127 July!Course introduction !Strategic management and strategic competitiveness Chap 1 23 August!The external environmentChap 2 310 August!The internal environmentChap 3 417 August!Business level strategy !Blue Ocean Strategy Chap 4 Articles on Blackboard 524 August!Competitive rivalry and competitive dynamicsChap 5 631 August!Corporate level strategy Chap 6 77 September!Acquisition and restructuring!Cooperative strategy Chaps 7 & 9 814 September!Managing innovation!Strategic entrepreneurship Chap 13 Articles on Blackboard 921 September!Group project consultations (no lecture) 28 Sept 5 OctMid semester break:105 October!International strategy (No tutorials)Chap 8 1112 October!Corporate governanceChaps10 & 12 Articles on Blackboard 1219 October!Organisational structure and controlChap 11 1326 October!Course revision !Exam overview Final examination period begins 7 November NB: Readings are assigned to the week where it would be best for you to have read them before the lectures and tutorial of that week. 9 Tutorial Schedule * Tutorial participation and discussions feature heavily in tutorials and it is important for students to come prepared for discussion. The final participation mark will be based on the students contribution in these tutorials. WeekWeek beginning Activity 2 3 August !Sort out tutorial allocation through OLCR in the first instance. If you have a tutorial allocation problem/issue please contact the Management and Organisations Administrative Team (6488 3757) or management_organisations_professional@biz.uwa.edu.au. Students must attend their OLCR allocated tutorial. Tutors reserve the right not to accept any student not on the official enrolment list. !Divide into groups for the group project (3 or 4 members in each group) by the end of the tutorial each student must be attached to a group. !Discuss and plan your group project. In doing so, consider the following questions: Which of the 4 cases (Apple Inc., Cirque du Soleil, GEOX or AirAsia X) are you going to tackle? What are the skills and knowledge areas of my group members? What mark are we aiming to achieve? What are the high level tasks and timings to achieve the mark we want as a group? !Read week 1 lecture notes and Chap 1 !Discussion question: What are the elements of the strategic management process? How are they interrelated? 3* 10 August !Tutorial topic: The external environment !Read week 2 lecture notes and Chap 2 !Prepare Chap 2 Review questions 2, 4, 5 (p65) !Case discussion: Woolworths and Coles (textbook) discuss the case in relation to this weeks topic 10 WeekWeek beginning Activity 4* 17 August !Tutorial topic: The internal environment !Read week 3 lecture notes and Chap 3 !Prepare Chap 3 Review questions 36 (p92) !Case discussion: McDonalds (textbook) discuss the case in relation to this weeks topic 5* 24 August !Case discussion: Lego !Read the Lego case and be prepared for discussion !Read the case analysis framework from LMS: 1.Prepare an external and internal analysis for the organisation 2.Based on your analyses, discuss the key issues or problems facing the organisation 6* 31 August !Case discussion: Lego (cont.) !Tutorial topic: Business level strategy !Read week 4 lecture notes and Chap 4 !Prepare Chap 4 Review questions 35 (p127) !Discuss the Lego case in relation to recommendations around business-level strategies !Sort out any problems/issues about the case analysis with your tutor 7* 7 September !Tutorial topic: Competitive rivalry and competitive dynamics !Read week 5 lecture notes and Chap 5 !Prepare Chap 5 Review questions 46 (p154) !Case discussions: AirAsia X discuss the cases in relation to key issues/problems and recommendations !LEGO CASE DUE: Friday 11 September, 12noon (TurnItIn) 11 WeekWeek beginning Activity 8* 14 September !Tutorial topic: Corporate level strategy !Read week 6 lecture notes and Chap 6 !Prepare Chap 6 Review questions 36 (p181) !Case discussion: Apple and GEOX discuss the case in relation to key issues/problems and recommendations 9* 21 September !Tutorial topic: Cooperative strategy !Read week 7 lecture notes and Chap 9 !Prepare Chap 9 Review questions 24, 6 (p273) !Case discussion: Cirque du Soleil discuss the case in relation to key issues/problems and recommendations !Sort out any issues/problems with the group project with your tutor !CASE FEEDBACK: Tutors will return the Lego case and provide feedback for improvement Mid semester break: 28 September 4 October 10* 5 October !No Tutorials this week. !GROUP PROJECT DUE: Friday 9 October, 12noon (UniPrint) 11* 12 October !Group Project Presentations (bring hard copy of presentation slides for your tutor) !Each group will give a brief presentation (10 minutes, plus 5 mins Q&A) of their key findings and recommendations from their group project to the tutorial

12 WeekWeek beginning Activity 12* 19 October !Group Project Presentations (bring hard copy of presentation slides for your tutor) !Tutorial topic: Leadership and Corporate Governance !Read week 11 lecture notes !Discussion will focus on contemporary issues and emerging themes in this area 13 26 October !Group project feedback: Tutors will hand back the group project and provide feedback for future improvement !Course revision/exam preparation 13 ASSESSMENT MECHANISM The purpose of assessment Thereareanumberofreasonsforhavingassessabletasksaspartofanacademic program.Theassessabletasksaredesignedtoencourageyoutoexploreand understandthesubjectmorefully.Thefactthatwegradeyourworkprovidesyouan indication of how much you have achieved. Providing feedback on your work also serves as part of the learning process. Assessment mechanism summary ItemWeightDue date Individual case analysis report15%Friday 11 Sept, 12noon (TurnItIn) Group case analysis report20%Friday 9 October, 12noon (Uniprint) Group project presentation5%Weeks 11 and 12 tutorials Tutorial attendance and participation10%12 tutorials Examination50%Exam period starts 8 November TOTAL100% Note 1:Resultsmaybesubjecttoscalingandstandardisationunderfacultypolicy and are not necessarily the sum of the component parts. Note 2:Yourassessedworkmayalsobeusedforqualityassurancepurposes,such astoassessthelevelofachievementoflearningoutcomesasrequiredfor accreditationandauditpurposes.Thefindingsmaybeusedtoinform changesaimedatimprovingthequalityofBusinessSchoolprograms.All materialusedforsuchprocesseswillbetreatedasconfidential,andthe outcome will not affect your grade for the unit. Assessment components 1. Individual case analysis report (15%) Description and guidelines Students will prepare an analysis of the Lego case (on LMS), and use the case analysis frameworkoutlinedinLMS,aswellasnotesprovidedbythelecturerasaguideintheir case analysis. Marking criteria The report will be assessed based on the following criteria: Analysis of the organisations external environment; 14 Analysis of the organisations internal environment;Analysis of the current business and/or corporate level strategies of the company, supported by clear conclusions on key issues/problems does the organisations current strategies fit with the external and internal analyses? Evidence of the practicality of the recommended strategies i.e., is there enough justification based on sound evaluation of alternative recommendations? Do the recommended strategies fit in with the earlier analyses? Overall application of relevant concepts, theories and models; Quality of arguments and general coherence of the overall report are arguments convincing and well structured? General layout and presentation of the report (including length, spelling, grammar and referencing). Thereportisnottoexceed10pages(12-ptfont,1.5spacing),excludingcoversheet, references and appendices. Appendices should contain only supporting diagrams, tables andthelikeandshouldnotbeaproxyforadditionaltext.Thispagelimitwillbestrictly enforced and tutors can choose not to read any pages beyond the 10-page limit. 2. Group case analysis report (20%) Description and guidelines Students will form groups of 3 or 4 members within the tutorial groups and each group will select a company from Apple, Cirque du Soleil, GEOX or AirAsia X. These cases can be foundonLMS.Thesecompanieshavebeencarefullyselectedfortheirimpactonthe localandinternationalbusinessenvironment;topicalintheirstrategicdirectionorissues they are currently facing; and are highly relevant to specific areas of this course. StudentsshouldusethecaseanalysisframeworkoutlinedinLMS,aswellasnotes providedbythelecturerasaguideintheircaseanalysis.Akeyelementofthis assignment is the identification of key issues or problems facing the organisation, derived fromathoroughanalysisofitscurrentposition(i.e.,externalenvironment,internal environment,currentbusinessand/orcorporatelevelstrategies).Basedontheidentified issuesand/orproblems,thegroupmustthenprovideasetofrecommendationsforthe organisation.Therecommendationsmustbebackedbystrongargumentsand justifications,basedonathoroughanalysisofalternativestrategies.Finally,thereport shouldconsidertheimplicationsandrisksoftherecommendedstrategiesforthe organisation. Somegroupsmayexperiencedifficultiesincompletingoneormorecomponentsofthe report.Such instances occur in organisations regularly and are a feature of both student andworkinglife.Studentsareencouragedtoairtheissuesamongstyourgroupand moreimportantlywiththosedirectlyinvolved.Shouldthisnotresolvetheissuethenthe tutor should be informed, with a final escalation to the unit controller.Careful planning as a group and early notification of any conflicts with other units/assessments or other issues are key to a successful team. 15 Marking criteria The report will be assessed based on the following criteria: Analysis of the organisations external environment; Analysis of the organisations internal environment;Analysis of the current business and/or corporate level strategies of the company, supported by clear conclusions on key issues/problems i.e., does the organisations current strategies fit with the external and internal analyses? Evidence of the practicality of the recommended strategies i.e., is there enough justification based on sound evaluation of alternative recommendations? Do the recommended strategies fit in with the earlier analyses? Consideration of risks, barriers and implications of the recommended strategies; Overall application of relevant concepts, theories and models; Quality of arguments and general coherence of the overall report are arguments convincing and well structured? General layout and presentation of the report (including length, spelling, grammar and referencing). The report is not to exceed 15 pages (12-pt font, 1.5 spacing), excluding cover sheet, references and appendices. This page limit will be strictly enforced and lecturers/tutors can choose not to read any pages beyond the 15 page limit. Information regarding late submission outlined above applies to this assessment. 3. Group project presentation (5%) Description and guidelines Groups will present the highlights of their project to their tutorial group during weeks 11 and 12 of the semester. The objective is for the groups to communicate the key issues and main conclusions from their analysis. The presentation should be well structured, clear and concise, and conducted in a professional style. Marking criteria The presentation will be assessed based on the following criteria: !Presentation content (1) clear articulation of the key issues/problems facing the company and (2) convincing arguments around recommendations for future improvements; !Presentation style professionalism, overall structure, audience engagement / participation and organisation (includes keeping to the time limit), overall clarity and comprehension. !Quality of presentation material are they clear, professional, and easy to read/follow? 16 Presentations should consist of 10 minutes on the key issues and recommendations (i.e., what are the issues? what should be done? where should the company go from now?) followed by 5 minutes of facilitated class discussion.All team members are expected to make an equal contribution to the presentation and following class discussion. A hard copy of the presentation slides must also be handed in to the tutor. 4. Tutorials (10%) Thetutorialmarkshouldrepresentthestudentspreparednessandwillingnessfor consistent participation in tutorials. It is essential that students read the readings and case studies that have been assigned for discussion each week, regardless of whether a case submissionisrequired.Thetutorwillusethefollowingquestionstoassesstheoverall performance of the student: Was there evidence the student was prepared? Did the student participate in a positive way? Was the quality of the students participation of a high level (i.e., critical analysis, structured thinking, new/novel ideas, interesting insights, etc)? Theoveralltutorialparticipationgradealsoincludesattendance,punctualityanda willingness to stay for the entire duration of the tutorial. CriteriaMark Non attendance0 Attendance and punctuality3 Evidence of preparation for tutorial3 Evidenceofcriticalthinking,interestingideas/insights,andall round contribution to discussion 4 Total10 5. Final examination (50%) Aformalexaminationwillbeheldattheendofthesemester.Theexamwillrequirean essay-typeanswertospecificquestionsorabusinessscenario.Thewholesemesters work will be the subject of the final examination.Answering questions in the examination willrequireknowledgetheconcepts,theory,terminology,principlesandapplications coveredduringthecourseoftheunit.Alllectures,guestlectures,cases,readingsand videoscoveredduringthecourseofthesemesterwillcontributetothisbodyof examinable knowledge. Your answers will be assessed on how well you display and apply a comprehensive and integrated view of the unit content. 17 Submission of assignments Anelectronicsubmissionisrequiredbytheduedate.Theindividualassignmentistobe submittedviaBlackboard(LMS),whilethegroupassignmentistobesubmittedthrough Uniprint. FAILURE TO LODGE AN ASSIGNMENT BY THE DUE DATE WILLINCUR A PENALTY (seenextsection).FORTHEGROUPASSIGNMENT,PLEASEPRINT/RETAINYOUR UNIPRINT SUBMISSION RECEIPT AS PROVE OF ONLINE SUBMISSION. Ifyouhavebeengrantedadditionaltimetocompleteanassignmentorhavemissedthe deadlineforsubmission,youcansubmityourassignmentinhardcopytotheStudents Centre. PleaseremembertoattachanAssignmentCoversheettothefrontofyour assignment.YoucandownloadtherelevantAssignmentCoversheetfromtheBusiness School Current Students web page. http://www.business.uwa.edu.au/students/assessments Late submission Failure to submit by the due date will attract a penalty of 10% for each day beyond the due date,includingweekends.Thelectureronlyinexceptionalcircumstanceswillwaivethis penalty.Noworkwillbeacceptedafterotherstudentsworkhasbeenmarkedand returned.Equipmentmalfunctionandworkcommitmentswillnotbeacceptedasvalid reasons for late work. Application for an extension must be made to the unit co-ordinator before the report is due. Extensions will only be granted on medical grounds (with medical certificate provided) or in substantialextenuatingcircumstances.Pleasenotethataheavystudyload(e.g.essays due in other units) will not be accepted as grounds for an extension. Student Guild Phone: (+61 8) 6488 2295Facsimile: (+61 8) 6488 1041E-mail: enquiries@guild.uwa.edu.au Website: http://www.guild.uwa.edu.au Charter of Student Rights and Responsibilities The Charter of Student Rights and Responsibilities outlines the fundamental rights and responsibilities of students who undertake their education at UWA (refer http://handbooks.uwa.edu.au/undergraduate/poliproc/policies/StudentRights). Appeals against academic assessment The University provides the opportunity for students to lodge an appeal against assessment results and/or progress status (refer http://www.secretariat.uwa.edu.au/home/policies/appeals).