Unit convenor and teaching staff |
Unit convenor and teaching staff
Moderator
Rahat Munir
Contact via 98504765
Room 312, Building E4A
See iLearn
Unit Converner
Craig Terry
See iLearn
Rahat Munir
|
---|---|
Credit points |
Credit points
4
|
Prerequisites |
Prerequisites
((Admission to MCom or MAcc(Prof)MCom or MBioBus) and 48cp at 600 level or above) or (admission to MCyberSec and 32cp at 800 level or above including ACCG922)
|
Corequisites |
Corequisites
|
Co-badged status |
Co-badged status
|
Unit description |
Unit description
This is a program-wide capstone unit and must be taken by students in their final session of study. The unit will broaden students’ understanding of the importance of strategic business issues in the organisation's planning, operations, control and leadership, ethics and industry relationship, and broader economic & global developments. The unit is not only reflective and integrative, but also future-focused, offering opportunities for “real world” preparatory experience. Students will work individually and collaboratively with peers to understand “real world” business issues and challenges requiring cross-disciplinary insights and knowledge. While the unit aims at giving students an opportunity to explore strategic business issues within the context of a business environment, students will be exposed to comprehensive case studies, which will give them the opportunity to learn about the practical implications of business issues and challenges. Students will also work in self-managing teams to prepare group reports and complete a session long individual research-based project that will be assessed by the academic staff.
|
Information about important academic dates including deadlines for withdrawing from units are available at https://www.mq.edu.au/study/calendar-of-dates
On successful completion of this unit, you will be able to:
Turnitin
All text based assessments must be submitted through Turnitin as per instructions provided in the unit guide. It is the student’s responsibility to ensure that work is submitted correctly prior to the due date. No hard copies of assessments will be accepted and only Turnitin records will be taken as records of submission.
Multiple submissions may be possible in some units via Turnitin prior to the final due date and time of an assessment task and originality reports may be made available to students to view and check their work. All identified matching text will be reconsidered carefully. Students should note that the system will not immediately produce the similarity score on a second or subsequent submission - it approximately takes 24 hours for the report to be generated. This may be after the due date so students should plan any resubmissions carefully. Please refer to these instructions on how to submit your assignment through Turnitin and access similarity reports and feedback provided by teaching staff. Should you have questions about Turnitin or experience issues submitting through the system, you must inform your unit coordinator immediately. If the issue is technical in nature may also lodge OneHelp Ticket, refer to the IT help page.
It is the responsibility of the student to retain a copy of any work submitted. Students must produce these documents upon request. Copies should be retained until the end of the grade appeal period each term. In the event that a student is asked to produce another copy of work submitted and is unable to do so, they may be awarded zero (0) for that particular assessment task.
Name | Weighting | Hurdle | Due |
---|---|---|---|
Reflection A | 10% | No | Week 4 |
Capstone simulation (Capsim®) | 15% | No | concludes Week 10 |
Reflection B | 10% | No | Week 8 |
Business project | 40% | No | Week 11 |
Capsim evaluation presentation | 25% | No | Weeks 12/13 |
Due: Week 4
Weighting: 10%
Individual
Estimated student workload - 3 hours
Submission - via iLearn
Extensions - No extension will be granted unless a ‘Disruption to Studies’ application has been approved.
Penalties - Late submission will not be accepted for marking, i.e., a mark of ZERO will be assigned accordingly.
Due: concludes Week 10
Weighting: 15%
Individual (5%) + Teamwork (10%)
Estimated student workload: 14 hours (2 hours per week on average for 7 weeks).
Submission - Online via capsim.com
Extensions: No extension will be granted unless a ‘Disruption to Studies’ application has been approved.
Penalties: Late submission will not be accepted for marking, i.e., a mark of ZERO will be assigned accordingly.
Due: Week 8
Weighting: 10%
Individual
Estimated student workload - 3 hours
Submission - via iLearn
Extensions - No extension will be granted unless a ‘Disruption to Studies’ application has been approved.
Penalties - Late submission will not be accepted for marking, i.e., a mark of ZERO will be assigned accordingly.
Due: Week 11
Weighting: 40%
Individual
Estimated student workload - 25 hours
Submission - via iLearn
Extensions - No extension will be granted unless a ‘Disruption to Studies’ application has been approved.
Penalties - Late submisson will not be accepted for marking, i.e., a mark of ZERO will be assigned accordingly.
Due: Weeks 12/13
Weighting: 25%
Individual (15%) + Team (10%)
Estimated student workload - 10 hours
Submission - In weekly seminar
Extensions - No extension will be granted unless a ‘Disruption to Studies’ application has been approved.
Penalties - Late submisson will not be accepted for marking, i.e., a mark of ZERO will be assigned accordingly.
Classes
Required Texts and/or Materials
Primary text:
Johnson, G. Whittington, R. Scholes, K. Angwin, D. and Regner, P. 2017. Exploring Strategy: Text and Cases 11th ed, Pearson.
You must have read the relevant materials before coming to class and in completing the assessment tasks as well as undertaking your own further research. Direction will be provided by the lecturer on additional research materials.
Other required class readings (required for each week's class as indicated in the unit schedule). These will be available on-line.
Book Chapters :
Hubbard, G. Rice, J. and Galvin, P. 2015 Strategic Management: Thinking, Analysis, Action 5th ed, Pearson pp 4-19 only
McKee, A., Kemp, T. and Spence, G 2013 Management: A Focus on Leaders Pearson Chapter 10 “Teams and Team Building” only.
Journal Articles :
Ackerman, F. and Eden, C. 2011 “Strategic management of stakeholders: Theory and Practice”, Long Range Planning 44 pp179-196
Casal, C and Caspar, C. 2014 “Building a forward looking Board”, McKinsey Quarterly, Issue 2 pp119-126
Feser, C. Mayol, F. and Srinivasan, R. 2014 “Decoding leadership: What really matters?” McKinsey Quarterly, Issue 4 pp88-91
Freeman, R.E. 2010 “Managing for stakeholders: Trade-offs or value creation”, Journal of Business Ethics, 96 pp7-9
Higgins, J.M. 2005 “The Eight ‘S’s of successful strategy execution”, Journal of Change Management, 5 No. 1, March pp3-13
Kellerman, B. 2007 “What every leader needs to know about followers”, Harvard Business Review, December pp84-91
Kotter, J.P. 1995 “Leading Change: Why transformation efforts fail”, Harvard Business Review, March-April pp59-67
Llopis, G. 2013 “Personal branding is a leadership requirement, not a self-promotion campaign”, Forbes April 8
Porath, C.L. and Pearson, C.M. 2010 “The cost of bad behavior”, Organizational Dynamics, Vol 39 (1), pp.64-71
Other optional readings will be referred to in class.
Unit Web Page
You are required to access a computer and the internet at various times in completing this unit, to download course material available on the learning management system (iLearn) and to complete assessment tasks.
Weekly Schedule FOBE800 – Contemporary Business Issues – Session 2 2018
Class |
Date (week beginning) |
Topic |
Readings for this week’s class (also see weekly PP slides for other optional reading ref.) |
Assessment Due (in this week) |
1
|
Mon 30 July |
Introduction Unit Overview & key themes Models of Strategic Thought A strategic framework for a sustainable organisation |
- Hubbard et al Ch1, pp 4-19 only - Freeman 2010 “Managing for stakeholders: Trade-offs or Value creation” |
|
2 |
Mon 6 Aug |
Leadership Models of leadership Leaders and followers Ethics and individual behaviour Personal branding |
- Feser et al 2014 “Decoding Leadership: what really matters?” - Kellerman 2007 “What every leader needs to know about followers”. |
|
3 |
Mon 13 Aug |
Teamwork and Introduction to CAPSIM Effective team behaviour - what makes a top team? |
- McKee et al Ch10 - Porath and Pearson, 2010 “The cost of bad behaviour” |
|
4
|
Mon 20 Aug
|
Sustainability Stakeholders, organisation purpose and ethical stance How business models affect views on business ethics Sustainability reporting |
- Johnson et al 2017 Ch 1 pp7-10; Ch2 pp34-48; Ch5 - Ackerman and Eden 2011 “Strategic management of stakeholders: Theory and Practice”
|
Reflection A 20 Aug 2pm Capsim (Practice Round) |
5
|
Mon 27 Aug |
Governance Governance and control Conformance/performance Role of boards |
- Johnson et al 2017 Ch5 cont.; Ch16 pp500-508 - Casal and Caspar 2014 “Building a forward looking Board” |
Capsim Rd1
|
6
|
Mon 3 Sept |
Strategy Formation (1) Next steps in the strategy cycle: external/internal analysis and SWOT |
- Johnson et al 2017 Ch2, Ch3 and Ch4
|
Capsim Rd2 Capsim Team Agreement |
7
|
Mon 10 Sept |
Strategy Formation (2) Strategic options and choice |
- Johnson et al 2017 Ch7 and Ch8
|
Capsim Rd3
|
|
Mon 17 Sept |
Recess/no class
|
|
|
|
Mon 24 Sept |
Recess/no class
|
|
|
8 |
Mon 1 Oct |
Strategy Implementation How organisations change Deliberate/Emergent and Intended/realised strategy The management of change The role of leaders
|
- Johnson et al 2017 Ch13 and Ch15 - Kotter 1995 “Why transformation efforts fail” |
Capsim Rd4 Reflection B 1 Oct 2pm |
9 |
Mon 8 Oct |
The Strategic Control of Operations Strategy/Operations alignment Strategic Drift A control framework |
- Johnson et al 2017 Ch14; Ch6 pp180-184 - Higgins 2005 “The 8 ‘S’s of Successful strategy execution” |
Capsim Rd 5 |
10 |
Mon 15 Oct |
CAPSIM review |
In-class discussion of results and key learning outcomes |
Capsim Rd 6 (final round) |
11 |
Mon 22 Oct |
Communications Individual communications |
In-class discussion |
Project Report – Parts A and B 22 Oct 2pm |
12 |
Mon 29 Oct |
Capsim Group Presentations |
|
Presentation |
13 |
Mon 5 Nov |
Capsim Group Presentations |
|
Presentation |
Macquarie University policies and procedures are accessible from Policy Central (https://staff.mq.edu.au/work/strategy-planning-and-governance/university-policies-and-procedures/policy-central). Students should be aware of the following policies in particular with regard to Learning and Teaching:
Undergraduate students seeking more policy resources can visit the Student Policy Gateway (https://students.mq.edu.au/support/study/student-policy-gateway). It is your one-stop-shop for the key policies you need to know about throughout your undergraduate student journey.
If you would like to see all the policies relevant to Learning and Teaching visit Policy Central (https://staff.mq.edu.au/work/strategy-planning-and-governance/university-policies-and-procedures/policy-central).
Macquarie University students have a responsibility to be familiar with the Student Code of Conduct: https://students.mq.edu.au/study/getting-started/student-conduct
Results shown in iLearn, or released directly by your Unit Convenor, are not confirmed as they are subject to final approval by the University. Once approved, final results will be sent to your student email address and will be made available in eStudent. For more information visit ask.mq.edu.au.
Macquarie University provides a range of support services for students. For details, visit http://students.mq.edu.au/support/
Learning Skills (mq.edu.au/learningskills) provides academic writing resources and study strategies to improve your marks and take control of your study.
Students with a disability are encouraged to contact the Disability Service who can provide appropriate help with any issues that arise during their studies.
For all student enquiries, visit Student Connect at ask.mq.edu.au
For help with University computer systems and technology, visit http://www.mq.edu.au/about_us/offices_and_units/information_technology/help/.
When using the University's IT, you must adhere to the Acceptable Use of IT Resources Policy. The policy applies to all who connect to the MQ network including students.
Our postgraduates will demonstrate a high standard of discernment and common sense in their professional and personal judgment. They will have the ability to make informed choices and decisions that reflect both the nature of their professional work and their personal perspectives.
This graduate capability is supported by:
Our postgraduates will be capable of utilising and reflecting on prior knowledge and experience, of applying higher level critical thinking skills, and of integrating and synthesising learning and knowledge from a range of sources and environments. A characteristic of this form of thinking is the generation of new, professionally oriented knowledge through personal or group-based critique of practice and theory.
This graduate capability is supported by:
Our postgraduates will be capable of systematic enquiry; able to use research skills to create new knowledge that can be applied to real world issues, or contribute to a field of study or practice to enhance society. They will be capable of creative questioning, problem finding and problem solving.
This graduate capability is supported by:
Our postgraduates will be able to communicate effectively and convey their views to different social, cultural, and professional audiences. They will be able to use a variety of technologically supported media to communicate with empathy using a range of written, spoken or visual formats.
This graduate capability is supported by:
Our postgraduates will be ethically aware and capable of confident transformative action in relation to their professional responsibilities and the wider community. They will have a sense of connectedness with others and country and have a sense of mutual obligation. They will be able to appreciate the impact of their professional roles for social justice and inclusion related to national and global issues
This graduate capability is supported by:
This unit also addresses global and sustainability issues as direct areas of study and as necessary implications arising from the materials, assessment and academic discussion and debate in classes/seminars. We promote sustainability by developing ability in students to research and locate information within accounting discipline. We aim to provide students with an opportunity to obtain skills which will benefit them throughout their career.
This unit also gives you opportunities to conduct your own research and gives you practice in applying research findings in your assessment tasks. Students will be required to use library resources to research beyond these materials in undertaking research necessary to complete their tasks. The unit encourages students to read journals of interest and publications in these journals have a reference list at the end of each article containing all references cited by the author. These provide some guidance to references that could be used to research particular issues.