Unit convenor and teaching staff |
Unit convenor and teaching staff
Unit Convenor and Lecturer
Edward Wray-Bliss
Contact via Email
Please view consultation hours via iLearn - https://ilearn.mq.edu.au/login/
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Credit points |
Credit points
3
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Prerequisites |
Prerequisites
39cp at 100 level or above
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Corequisites |
Corequisites
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Co-badged status |
Co-badged status
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Unit description |
Unit description
This unit enables students to understand and analyze the highly influential discourse of strategic management. Starting with the premise that the ideas and practices of strategic management are far too significant to be reduced to a set of simplified tools or techniques, this unit draws upon a wide range of academic work across the fields of management, organization studies, and strategy to examine the topic. Using this research, strategic management is considered in terms of the social, political, ethical and global effects that it engenders and encourages in today’s organised world. Students will have the opportunity to synthesize these areas of knowledge through analyzing the strategic lessons to be drawn from major organizational and societal events, including those of high-level corporate fraud and environmental crisis.
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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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Essay One | 20% | No | Week 5 |
Essay Two | 40% | No | Week 10 |
Final Examination | 40% | No | University Examination Period |
Due: Week 5
Weighting: 20%
Late tasks must also be submitted through Turnitin. No extensions will be granted. There will be a deduction of 10% made from the total available marks for each 24 hour period or part thereof that the submission is late (for example, 25 hours late in submission incurs a 20% deduction).
Late submissions will be accepted up to 96 hours after the due date and time. This penalty does not apply for cases in which an application for Special Consideration is made and approved. Note: applications for Special Consideration Policy must be made within 5 (five) business days of the due date and time.
Due: Week 10
Weighting: 40%
Late tasks must also be submitted through Turnitin. No extensions will be granted. There will be a deduction of 10% made from the total available marks for each 24 hour period or part thereof that the submission is late (for example, 25 hours late in submission incurs a 20% deduction).
Late submissions will be accepted up to 96 hours after the due date and time. This penalty does not apply for cases in which an application for Special Consideration is made and approved. Note: applications for Special Consideration Policy must be made within 5 (five) business days of the due date and time.
Due: University Examination Period
Weighting: 40%
Please see Assessment Policy Schedule 4.
The only exception to not sitting an examination at the designated time in the University Examination Timetable is because of documented illness or unavoidable disruption. In these circumstances you may wish to consider applying for special consideration.This penalty does not apply for cases in which an application for Special Consideration is made and approved. Note: applications for Special Consideration Policy must be made within 5 (five) business days of the due date and time.
Required text |
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Unit web page | The web page for this unit can be found at: https://ilearn.mq.edu.au/login/ |
Technology Used and Required | Students will need to be familiar with a web browser to access the unit web page. |
Delivery Format and Other Details |
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Recommended readings |
Week |
Topic |
Tutorial (All articles are on ilearn and need to be downloaded, read and brought to your tutorial. Tutorial content follows a week behind the lecture) |
1 |
Introduction: Ambiguous Strategy |
No tutorial |
2 |
Contexts 1: Military Histories of Strategy |
Mintzberg, H. (1987) ‘The Strategy Concept I: Five Ps For Strategy’ California Management Review 30 (1): 11-24. |
3 |
Contexts 2: Neoliberalism and Strategy |
Knights and Morgan, G. (1990) ‘The concept of strategy in sociology’ Sociology 24(3): 475-483. |
4 |
Understanding Strategy 1: Technical strategy |
Bockman, J. (2016) 'Neoliberalism' Contexts (12(3): 14-15.. |
5 |
Understanding Strategy 2: Ethical Strategy |
Carter, C., Clegg, S. and Kornberger, M. (2008) A Very Short, Fairly Interesting and Reasonably Cheap Book About Studying Strategy. London, Sage. Chapters 2 and 3. First Assignment due |
6 |
Understanding Strategy 3: Cultural Strategy |
Stansbury, J. and Barry, B. (2007) ‘Ethics Programs and the Paradox of Control’ Business Ethics Quarterly 17(2): 239-261. |
7 |
Understanding Strategy 4: Global Strategy |
Ackroyd, S. and Crowdy, P. (1990) 'Can Culture be Managed? Working with "raw" material: the case of the English slaughtermen' Personnel Review 19(5): 3-12 |
- | Mid Semester Break | |
8 |
Understanding Strategy 5: Financial Strategy |
Klein, N. (2000) No Logo. London, Flamingo. Ch. 9 |
9 |
Strategy Cases: Enron, Part One |
Oxfam (2016) The Hidden Billions. Oxfam Research Reports, Oxfam, Australia |
10 |
Strategy Cases: Enron, Part Two |
McLean, B. and Elkind, P. (2003) The Smartest Guys in the Room, Portfolio/ Penguin, New York. (Chapter 15, ‘Everybody loves Enron’ Second Assignment Due |
11 |
Strategy Cases: The Environment, Part One |
Grant, R. and Visconti, M. (2006) 'The Strategic Background to Corporate Accounting Scandals' Long Range Planning 39: 361-383
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12 |
Strategy Cases: The Environment, Part Two |
Jacques, P. et al. (2008) 'The Organisation of Denial: Conservative Think Tanks and Environmental Scepticism' Environmental Politics 17(3): 349-38 |
13 |
Revision |
Revision quiz in the final tutorial |
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 published on platform other than eStudent, (eg. iLearn, Coursera etc.) 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 or if you are a Global MBA student contact globalmba.support@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
If you are a Global MBA student contact globalmba.support@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 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:
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:
No major changes since the previous offering
This unit examines Strategic Management from a critical academic perspective. As such, we will be questioning the theories and practices of strategic management as much as learning them. A major aspect of this questioning will be an examination of the global, ethical and environmental impacts of dominant corporate strategies.
This unit supports the development of program learning outcomes (PLO) for degree(s) delivered by the Faculty of Business and Economics. PLOs describe the educational outcomes of a degree and what you should be able to know, understand and do by the end of your degree.
Unit learning outcomes 2, 3 & 4 and Assignment Two and the Final Examination contribute to the following PLOs:
PLO1 Discipline Specific Knowledge and Skills
PLO4.2 Global Citizens
This unit requires students to engage with contemporary and classic research texts on strategy, drawn from the leading management and strategy journals and texts. As such, the unit fosters student's abilities to read and understand published academic research on the subject area.