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The course introduces theory and techniques firms use to sustain long-term performance by aligning their activities with the strategic environment. It encourages integration of business disciplines to develop coherent solutions to firms' strategic challenges.
Relationship to Other CoursesThis course forms part of the B.Com majors in Management, Strategy and Entrepreneurship, and International Business. It seeks to draw upon and apply knowledge from the functional areas of management. It is complemented by MGMT345 Strategy Processes and Practices. It also prepares students for the M.Com course Advanced Strategic Management.WorkloadAs a 15-point course, this course represents 150 hours of learning, of which the timetabled classes are but one component. Students will also need to complete the weekly course readings and quizzes and apply their learning in the group case project as well as in the final exam.
The overarching learning goal for the course is the ability to apply strategic management knowledge and techniques to business problems. This includes the ability to:Understand and apply the major business strategy frameworks;Appreciate the role and importance of corporate governance; Analyse the internal and external strategic environment of a firm and articulate well-supported recommendations for action;Discuss the merits of different types of corporate portfolio, the value of the corporate centre and issues in corporate acquisitions and alliance;Appreciate the roles of different actors, processes and actions in strategy development;Critically evaluate an organisation’s approach to strategic control;Discuss the importance of innovation in organisations and the ways that firms can remain innovative;Communicate logical and coherent written strategic analysis and solutions to a complex business case.B.Com Learning Goals1.1.1. Students can demonstrate an understanding of theory, concepts, models or reasoning from their selected subject major to a problem/issue/context. The course develops theoretical and applied knowledge in strategic management, and assesses this in the Strategy Project and final exam. 2.1.1. Students can apply subject specific knowledge and tools to analyse, propose a solution to and/or address a given problem or issue. Innovative approaches and solutions are encouraged.In this course, students analyse a major business case, applying methods and materials from throughout the course to encapsulate and address the strategic issues facing the business.2.1.4. Students can write a report/essay on a problem/issue/situation/scenario that incorporates content at an appropriate level of detail, is logically structured, and is presented professionally using correct English, referencing and appropriate resources2.1.5. Students can work effectively in a team in order to reach a common goal.The Strategy Project involves working in a group work to produce a report for the focal business that uses course content to analyse the strategic situation and present reasoned recommendations.
This course will provide students with an opportunity to develop the Graduate Attributes specified below:
Critically competent in a core academic discipline of their award
Students know and can critically evaluate and, where applicable, apply this knowledge to topics/issues within their majoring subject.
Employable, innovative and enterprising
Students will develop key skills and attributes sought by employers that can be used in a range of applications.
(1) ACCT102; and (2) 45 points at 200-level or above in MGMT, MKTG or MSCI
MGMT320
Attendance in lectures is expected. Lectures include examples and exercises not posted on Learn. Material from the lectures can be in the exam.
Paul Knott
Weekly Learn quizzes (14% weighting)These quizzes are designed to help students prepare for the classes and to encourage class attendance. The quizzes will draw on material from assigned readings and/or cases. There will be a quiz relating to each class from 5 March - 2 April and 30 April - 14 May. Each quiz will open on the Friday before class and close at the end of the following Thursday. There is no option for late submission of a quiz and no option to complete the quiz other than via the facility on Learn. Marks will be available for each quiz after submission closes. Total marks will be based on the best seven quizzes from the eight available. This item of assessment is not available for Special Consideration.Strategy Project (36% weighting)This project involves students applying theory from the course to analyse and recommend on an assigned business, usually a publicly listed firm. Students undertake the project in groups of up to four. Marks are based on the following items:Interim submissions 12%Final report due 5pm Friday 31 May 24%Declaration of individual contributions. Required before marks can be assigned to individuals.Groups should aim to work on their interim submissions alongside the classes that cover the relevant topics. Dates and topics for the submissions are:1pm Tue 19 March Macro strategic environment analysis1pm Tue 26 March Industry competition analysis1pm Tue 2 April Evaluation of business potential1pm Tue 7 May Evaluation of current strategiesThe requirements and assessment criteria are set out in a separate document posted on Learn.Final examination (50% weighting)This will be a closed book exam during the Examination Period (10-22 June) lasting two hours. The exam format will be similar to those in 2016-18. An exam score of 45% or better is required to pass the course.Part 1 (40%) will consist of multiple choice questions testing knowledge and understanding of the course content.Part 2 (60%) will consist of short answer questions involving interpretation of a provided example. GradingThe course is graded using the standard University scale. Marks are not standardised. Grade cut-offs may be adjusted as part of the moderation process.Holding of Student WorkFor quality assurance purposes the School is required to hold on record a number of assessment pieces as examples of differing standards of work. If you have any objections to the school holding your assessment for this purpose then email the course coordinator to ensure your assignment is not used for this purpose.
Johnson, Gerry , Whittington, Richard, Scholes, Kevan; Exploring strategy ; Eleventh edition; Pearson, 2017.
Additional materials will be posted on learn.
LEARN Coversheets - Group and Individual
Class RepresentativeA class representative may be asked to volunteer in the first few weeks of class. Any problems with the course can be raised with the class rep. Their email can be found at UCSA. The class representative will take up any issues raised by class members with the lecturer concerned as they occur.Academic Policies and GuidelinesThe course is governed by the University's General Course and Examination RegulationsDishonest PracticeThe University of Canterbury considers cheating and plagiarism to be serious acts of dishonesty. All assessed work must be your own individual work unless specifically stated otherwise in the assessment guidelines. Material quoted from any other source must be clearly acknowledged. You must not copy the work of another person (student or published work) in any assessment including examinations, tests and assignments. Any person, who is found to have copied someone else's work, or to have allowed their work to be copied, will receive a fail grade for that piece of assessment and may face disciplinary action which may lead to a fine, community service or exclusion from the university.IMPORTANT: Where there are concerns regarding the authorship of written course work, a student can be required to provide a formal, oral explanation of the content of their work.
Domestic fee $806.00
International fee $3,513.00
* All fees are inclusive of NZ GST or any equivalent overseas tax, and do not include any programme level discount or additional course-related expenses.
For further information see Management, Marketing and Tourism .