Unit convenor and teaching staff |
Unit convenor and teaching staff
Lecturer
Andrew Mikhail
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Credit points |
Credit points
4
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Prerequisites |
Prerequisites
Admission to MMgmt
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Corequisites |
Corequisites
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Co-badged status |
Co-badged status
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Unit description |
Unit description
Within this unit, students explore the cannon of strategic frameworks commonly used by businesses, world-wide, to identify sources of and achieve sustainable competitive advantage. The frameworks enable students to follow the strategy process, i.e., analyse and synthesise the external environment, internal capabilities and viable strategic opportunities for a business unit or organisation. Further, this process is applied to live cases, with a focus exploring the trade-offs inherent in choosing a strategic path.
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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:
Name | Weighting | Hurdle | Due |
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Individual case analysis | 20% | No | 2pm (AEST), 31 July 2018 |
Group presentations | 30% | No | Sessions 9-10 |
Final examination | 50% | No | Exam week: 3 - 8 Sept 2018 |
Due: 2pm (AEST), 31 July 2018
Weighting: 20%
Choose a business story from the current business press that involves a firm or an industry in strategic change. Write an analysis of the story, summarizing the facts of the story in the first paragraph, and then bringing out the strategic significance of the story from either a resource- based view, or the Porter 5-forces view. The body of the assignment is to be an original analysis, not a mere summary of events. Only use data from the article, not from other sources.
Use a quality business press article for your individual assignment. Quality articles are to be found in the Financial Times business pages, the Wall Street Journal, the Australian Financial Review, the South China Morning Post. Alternatively, you can research an article in the business press through the Factiva database.
Please DON'T do the following with this assignment:
Please ensure the following for this assignment:
The marking criteria to be applied to this assessment will be made available on the class iLearn page.
Submission:
Students are to submit 1 x soft-copy and 1 x hard-copy of their individual report on the due date as listed in the box above. The soft-copy submission will be submitted to Turnitin via the MGSM iLearn portal, a program used to ensure the originality of the work undertaken by the submitter. The hard-copy submission will be used for marking purposes by the lecturer. The hard-copy submission should be single sided and stapled at the top left-hand corner, with a hard copy of the article attached to the back of the assignment (please do not attach the article to the soft- copy version of your assignment).
Extensions and penalties:
No extensions will be granted. There will be a deduction of 10% of the total available marks made from the total awarded mark for each 24 hour period or part thereof that the submission is late (for example, 25 hours late in submission – 20% penalty). This penalty does not apply for cases in which an application for disruption of studies is made and approved. No submission will be accepted after solutions have been posted.
Due: Sessions 9-10
Weighting: 30%
Duration: 45 minute per group
Format: Oral class group presentation
You will be a member of a group of students and assigned to a particular industry/sector or company for the purposes of this assignment. Your group must conduct a comprehensive strategic analysis as described below.
This assessment task will be marked in the following ways:
As part of the submission, the group is also required to provide, on one page, a statement of exactly what each member did for this task, signed off by each member of the group. If there are sizable discrepancies concerning contributions within the group, the lecturer reserves the right to apportion marks unequally.
Groups must ensure that all members contribute equally to the assignment. Should any difficulty occur with this, the group should talk with the lecturer as soon as possible. At the time of handing in the assignment the group should agree on what percentage of the mark each person should receive. You should indicate this information on the cover sheet of the assignment.
If the group assesses the contribution of each member as equal, each would receive 100% of the final mark. In cases where the group decides that some members did not contribute equally, this should be reflected in the percentage (if there is problem in the group, please tell me sooner rather than later).
The case study and presentation times (subject to change) for each group have been assigned as below:
Session 9
Group 1 - Industry/sector: Fast food
Group 2 - Nominated company: McDonalds
Session 9
Group 3 - Industry/sector: Airlines
Group 4 - Nominated company: Qantas
Session 10
Group 5 - Industry/sector: Consumer electronics
Group 6 - Nominated company: JB Hi-Fi
Use the frameworks and concepts from the course to identify and discuss the appropriate key features and strategic factors of the sector/industry that has been assigned to you.
The following suggestions may assist you in preparing the group assignment. This is not a template to be replicated but a starting point for you to further develop.
(a) Groups assigned to an industry (or industry sector)
Use recent and older data/evidence (references to be included) from multiple sources (i.e. from the past 1-5 years) to analyse the industry/ sector in terms of:
Determine what the strategic issues are – i.e. what are the future threats, opportunities and external environmental changes that can be expected to impact on the future of the industry.
Based on this analysis generate recommendations linked to your analysis for either a new industry entry from a company not yet in the industry or for the repositioning of an existing rival in the industry.
(b) Groups assigned to a company
Strategy Identification and Evaluation
Use recent and older data from multiple sources (i.e. from the past 1-5 years and with references) to:
Study the formulation & implementation of strategy of the nominated company that has been assigned to your group.
Detail the way in which the nominated company has evolved/positioned itself/implemented its strategy in recent years in the industry/sector. Focus on a resources and capabilities view to show how competitive advantage has been built.
Determine/ conclude what the strategic issues are for the future of the firm.
In line with your strategic analysis make recommendations for the future that could improve the company’s strategy/positioning. Explain your criteria for doing so (i.e. show how the recommendations logically link to your strategic analysis).
A marking criterion matrix for both the industry/sector and nominated company will be made available on the class iLearn page which and will be applied to this assessment. Students/groups should follow the marking criterion matrix related to their allocated assignment.
Submission:
Groups are to submit 1 x soft-copy and 1 x hard-copy of their presentation slides to the lecturer on the day of the group's presentation. For the soft-copy, please only submit in PowerPoint format only (No PDF files) to andrew.mikhail@mgsm.edu.au.
Due: Exam week: 3 - 8 Sept 2018
Weighting: 50%
Duration: 3 hours plus 10 minutes reading time
Format: Open book final examination
You are expected to present yourself for examination at the time and place designated in the MGSM examination timetable. The timetable will be available on 18 July 2018 at https://students.mgsm.edu.au/sydney-students/units/exams/
The final examination will be open book. More details on the exam will be provided over the term. You can use books, notes and a non-programmable calculator. Notebook computers, iPads, tablets, PDAs and similar are not allowed.
Johnson, G., Whittington, R., Scholes, K., Angwin, D. and Regner, P. (2017). Exploring strategy. 11th edition. Harlow, UK: Pearson Education Limited. ISBN: 9781292145129
Please note: It is recommended that you read the chapters suggested in the unit guide prior to the relevant class.
A selection of readings on Strategic Management will also be made available. Specific articles are recommended for review in connection with each class session. Optional readings (classic and contemporary) are listed below for students interested in reading further in the field of Strategic Management.
The Coop Bookshop: The Coop Bookshop is our main retailer for textbooks and other related academic material. For information on textbook prices and online ordering, please refer to The Co-Op Bookshop webpage at http://www.coop.com.au
Disclaimer: MGSM does not take responsibility for the stock levels of required textbooks from preferred retail outlets and other book retailers. While we advise our preferred book retail outlet, The Co-op Bookshop, of our maximum expected number of students purchasing specific required text each term, The Co-op Bookshop and other book retailers will make their own judgement in regard to their physical holding stock levels. To prevent disappointment if a textbook is out-of-stock, we highly advise students to order their textbooks as early as possible, or if the required textbook is currently out-of-stock, place an order with the book retailer as soon as possible so that these book retailers can monitor demand and supply, and adjust their stock orders accordingly.
We have also provided additional material in the iLearn unit (articles, book chapters and video links) as a resource for you. These supplementary unit materials are not compulsory and have been provided as extra resources should you be particularly interested in a topic.
Below is a list of other readings related and extended beyond this unit which you may wish to look into.
The web page for this unit can be found at: https://ilearn.mq.edu.au/login/MGSM
Access to a personal computer is required to access resources and learning material from iLearn.
This class for 2018 Term 3 is scheduled every Tuesday afternoon from 1pm to 5pm, starting from 26 June 2018 and finishing on the 28 August 2018.
Students are required to attend all classes for the class they are enrolled in.
This unit will be presented over 10 sessions as follows:
Session | Topics and associated case studies/readings/textbook chapters |
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1 2pm to 6pm of Tuesday, 26 June 2018 |
Leadership and organisational changeTextbook chapters: 1 & 14 |
2 2pm to 6pm of Tuesday, 3 July 2018 |
A history of strategyCase study: GE's growth strategy: The immelt initiative Textbook chapter: 6 |
3 2pm to 6pm of Tuesday, 10 July 2018 |
Environmental and industry analysisCase study: Skil corporation Textbook chapter: 2 |
4 2pm to 6pm of Tuesday, 17 July 2018 |
Resources based view of the firm - Strategic capabilitiesCase study: Apple Inc. in 2015 Textbook chapter: 3 |
5 2pm to 6pm of Tuesday, 24 July 2018 |
Blue ocean strategyCase study: Crafting winning strategies in a mature market: The U.S. wine industry in 2001 |
6 2pm to 6pm of Tuesday, 31 July 2018 |
Growth and diversificationCase study: Microsoft's Diversification Strategy Textbook chapters: 7 & 10 |
7 2pm to 6pm of Tuesday, 7 August 2018 |
Entering an industry and Hyper competitionCase study: Dogfight over Europe - Ryanair Textbook chapters: 6 & 9 |
8 2pm to 6pm of Tuesday, 14 August 2018 |
Corporate strategy - Resilience and sustainabilityCase study: Enron: The smartest guys in the room Textbook chapters: 4 |
9 2pm to 6pm of Tuesday, 21 August 2018 |
Group presentations (groups 1, 2, 3, 4) |
10 2pm to 6pm of Tuesday, 28 August 2018 |
Group presentations (groups 5 & 6)Overview and exam preparation |
Final exam week: 3 - 8 September 2018 |
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.
We want our graduates to have emotional intelligence and sound interpersonal skills and to demonstrate discernment and common sense in their professional and personal judgement. They will exercise initiative as needed. They will be capable of risk assessment, and be able to handle ambiguity and complexity, enabling them to be adaptable in diverse and changing environments.
This graduate capability is supported by:
Our graduates will take with them the intellectual development, depth and breadth of knowledge, scholarly understanding, and specific subject content in their chosen fields to make them competent and confident in their subject or profession. They will be able to demonstrate, where relevant, professional technical competence and meet professional standards. They will be able to articulate the structure of knowledge of their discipline, be able to adapt discipline-specific knowledge to novel situations, and be able to contribute from their discipline to inter-disciplinary solutions to problems.
This graduate capability is supported by:
We want our graduates to be capable of reasoning, questioning and analysing, and to integrate and synthesise learning and knowledge from a range of sources and environments; to be able to critique constraints, assumptions and limitations; to be able to think independently and systemically in relation to scholarly activity, in the workplace, and in the world. We want them to have a level of scientific and information technology literacy.
This graduate capability is supported by:
Our graduates should be capable of researching; of analysing, and interpreting and assessing data and information in various forms; of drawing connections across fields of knowledge; and they should be able to relate their knowledge to complex situations at work or in the world, in order to diagnose and solve problems. We want them to have the confidence to take the initiative in doing so, within an awareness of their own limitations.
This graduate capability is supported by:
We want to develop in our students the ability to communicate and convey their views in forms effective with different audiences. We want our graduates to take with them the capability to read, listen, question, gather and evaluate information resources in a variety of formats, assess, write clearly, speak effectively, and to use visual communication and communication technologies as appropriate.
This graduate capability is supported by:
As local citizens our graduates will be aware of indigenous perspectives and of the nation's historical context. They will be engaged with the challenges of contemporary society and with knowledge and ideas. We want our graduates to have respect for diversity, to be open-minded, sensitive to others and inclusive, and to be open to other cultures and perspectives: they should have a level of cultural literacy. Our graduates should be aware of disadvantage and social justice, and be willing to participate to help create a wiser and better society.
This graduate capability is supported by:
We want our graduates to be aware of and have respect for self and others; to be able to work with others as a leader and a team player; to have a sense of connectedness with others and country; and to have a sense of mutual obligation. Our graduates should be informed and active participants in moving society towards sustainability.
This graduate capability is supported by:
Assessment tasks: No changes
Delivery and resources: No changes
Unit schedule: No changes
The interactive environment of the classroom is central to the MGSM experience. Students are required to attend the full duration of all classes for the units in which they are enrolled. We recognise that exceptional circumstances may occur, such as unavoidable travel on behalf of your organization or the serious illness or injury of you or a close family member.
Special consideration may be given for a maximum of 20% non-attendance for such circumstances as long as lecturers are contacted in advance, and supporting documentation provided, to request exemption from attendance. Failure to abide by these conditions may result in automatic withdrawal, with academic and/or financial penalty. The full Student Attendance Policy is published in the MGSM Student Handbook at https://students.mgsm.edu.au/handbook.
These unit materials and the content of this unit are provided for educational purposes only and no decision should be made based on the material without obtaining independent professional advice relating to the particular circumstances involved.