BBA302 Strategic Management Subject Outline

SUBJECT GUIDE
Faculty of Business, Design and Information Technology

Higher Education
BBA 302, CMA362

Strategic Management
Semester 1 2016
Course Code:
BACC11
BBMM14
BBA14
Bachelor of Business (Accounting)

Bachelor of Business (Marketing Management)
Bachelor of Business Administration
The information contained in this subject guide is correct at time of publication. The Institute has the right
to change any of the elements contained in this document at any time.
Last updated: February 2016
Holmesglen: RN 11-Nov-2015 L:\Teaching\Shared\Degree & Grad Certs\Bachelor - Multiple Degree Subjects\2015\Sem 2\Srategic Management\BBA302 Strategic Mgmt Subject Outline S2, 15.docx
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Subject Guide
Table of Contents
Subject Chair and Examiner.................................................................................................................... 5
Subject Lecturer/Coordinator................................................................................................................... 5
Tutor(s).................................................................................................................................................... 5
Introduction.............................................................................................................................................. 6
Learning Outcomes................................................................................................................................. 6
Contact Hours.......................................................................................................................................... 6
Expected Workload.................................................................................................................................. 6
Subject Pre-requisites.............................................................................................................................. 6
Teaching and Learning Method............................................................................................................... 6
Prescribed Text(s) and Readings............................................................................................................. 7
Timetable Information.............................................................................................................................. 7
Subject Schedule..................................................................................................................................... 7
Public Holidays........................................................................................................................................ 8
Examinations/Assessment period............................................................................................................ 8
Supplementary Examinations/Assessment period...................................................................................8
Detailed Weekly Program........................................................................................................................ 9
Week 1................................................................................................................................................. 9
Week 2................................................................................................................................................. 9
Week 3............................................................................................................................................... 10
Week 4............................................................................................................................................... 10
Week 5............................................................................................................................................... 11
Week 6............................................................................................................................................... 11
Week 7............................................................................................................................................... 11
Week 8............................................................................................................................................... 12
Week 9............................................................................................................................................... 12
Week 10............................................................................................................................................. 13
Week 11............................................................................................................................................. 13
Week 12............................................................................................................................................. 13
SubjectResources................................................................................................................................. 14
Prescribed Text(s) and Readings........................................................................................................... 14
Recommended Text(s) and Readings.................................................................................................... 14
Referencing........................................................................................................................................... 16
General Study Resources...................................................................................................................... 16
Teaching, Learning and Assessment..................................................................................................... 16
Assessment Structure............................................................................................................................ 17
Assignment Submission........................................................................................................................ 18
Extension of Time for Assigned Work.................................................................................................... 18
Deferred Assessment............................................................................................................................ 19
BBA302 Strategic Management, Semester 2, 2015
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Special Consideration............................................................................................................................ 19
Hurdle Requirements............................................................................................................................. 19
Assessment Items................................................................................................................................. 20
Plagiarism and Academic Conduct........................................................................................................ 30
Additional Notes for Students................................................................................................................ 31
Marking and Grading Guidelines........................................................................................................... 32
Subject Guide
BBA302, CMA362 Strategic Management

Subject Chair and Examiner
Emmy Pham
Phone: (03) 9564 1555
Email: emmy.pham@holmesglen.edu.au
Location: C1.2.15
Subject Lecturer/Coordinator
Robyn Neeson
Phone: (03) 9564 1555
Email: robyn.neeson@holmesglen.edu.au
Location: C1.2.35
Tutor(s)
Robyn Neeson
Phone: (03) 9564 1555
Email: robyn.neeson@holmesglen.edu.au
Location: C1.2.35
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Subject Guide
Introduction
To survive in todays competitive and rapidly changing world, managers and owners of large multinationals,
small to medium-sized companies, as well as non-profit organisations must think, plan and act strategically.
This subject introduces students to the strategic management process that enables organisations to be
sustainable. It identifies the major theoretical approaches and concepts, and outlines the importance of
strategic management in contemporary organisational management.
This strategic management subject provides the tools of strategic analysis and addresses corporate
governance and sustainability. It enables students to identify the sources of competitive advantage and
presents students with approaches to strategy formation at the business level and corporate level. Students
investigate and assess issues associated with strategy implementation in a competitive environment. This
enables students to recognise that strategy formation and strategic execution are inter-related and that
strategies often lead to change that must be managed. It provides methodologies to monitor and evaluate
strategies.
This subject provides students with the opportunity to apply the strategic management models with the
writing of a strategic business plan and applying their knowledge of strategic execution to develop
implementation and evaluation plans
Learning Outcomes
1. Demonstrate understanding of the concepts in strategic management.
2. Apply in a practical way the frameworks for strategic analysis, strategy formation and strategy
implementation
3. Identify and critically examine the issues and ongoing challenges associated with strategic
management for organisations in the business, public, and not-for-profit sectors
4. Apply the principles of value analysis and the key methods for assessing, evaluating and controlling
strategic performance to optimise outcomes.
5. Critically analyse and propose viable solutions to current strategic management issues/problems.
Contact Hours
This subject is a 3 hour per week contact subject. However most weeks it will be conducted as a workshop.
This subject can also be done online. Total 39 hours.
Expected Workload
This is a six (6) credit point subject which involves three (3) hours contact each week over 13 weeks. For
each hour spent in class, it is expected that you will spend 3 hours researching, reading, writing and
reflecting on the course material. The total time commitment for this subject is 156 hours.
Subject Pre-requisites
Business Management
Teaching and Learning Method

This subject uses a combination of approaches to teaching and learning, both student-centred and teacherdirected approaches. It includes lecturers, tutorials, on-line exercises, group work, discussion groups, mini
case studies, interactive application tools and the use of audio-visual resources. Students are expected to be
active participants in the learning process.
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Subject Guide
This subject requires a lecture room with appropriate audio-visual resources, whiteboard and access to
computer software, Internet and so on. Tutorials will require appropriate audio-visual resources, whiteboard
and access to computer software, Internet and so on.
Prescribed Text(s) and Readings

Grant, R, Butler, B, Orr, S & Murray, P 2014, Contemporary Strategic Management, An Australasian
Perspective, John Wiley & Sons, Brisbane, Qld
This textbook is available in e-version.
WARNING: Possession of photocopied texts is strictly prohibited. This is a direct breach of the
Copyright Act (1968) and should not occur without express permission of the Copyright Owner.
Holmesglen reserves the right to confiscate the material.
Timetable Information
Teaching program timetable information is provided via your student portal.
Subject Schedule
Wk
Week Com
22 February 16
29 February
7 March
Topic
What is strategic management
Strategic management
process
Vision, mission, values
Social responsibility
Corporate governance,
Sustainability
External environment analysis

(General/macro and industry,
competitors)
14 March
Internal Analysis part 1
(Goals, values performance
measurement)
21 March
Internal Analysis part 2
(Resources, capabilities, value
chain, competitive advantage,
internal sources of competitive
advantage)
Semester Break 25 March To 3 April 2016
4 April
Business level strategies and
competitive advantage
11 April
Corporate level strategies
Readings
Grant R, Butler B, Orr S
& Murray P 2014 Chap 1
Reading: Jacobides, MG
2010
Key date(s)
Form group for
assignment 1 or
decide to work
individually
Grant et al. 2014 Chap 2

Reading: Hopkins et al.
2011
Kiron, et al. 2013
Grant et al. Chap 4
Reading: Porter M 2008,
Organisation for
Assignment 1
approved by 4
March
Grant et al. Chap 3
Online
Discussion on
due 18 March

and part Chap 6
Grant et al. 2014, Chap

6 and Chap 7
Readings:
Gunther McGrath, R
2012
Reading Huy, QN &
Mintzberg, H 2003
Assignment 1
due 8 April
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Subject Guide
Wk
Week Com
Topic
Readings
Semester Break 28 September 2015 to 2 October 2015
Co-operative strategies Grant et al. 2014
Networks, alliances
Chap 9
partnerships
Reading: Pandey, S &
Sharma, RRK 2009,
International and global
Grant et al. 2014
strategies
Chap 11
18 April
25 April
10
2 May
Strategy Implementation part 1
Grant et al. 2014

Reading: Okumus, F
2003
11
9 May
Grant et al. 2014

Reading Akan, O, Allen,
RS, Helms, MM &
Spralls SA 2006
12
16 May
Managing change
Strategy evaluation
Grant et al. 2014 Chap

12
Reading: Martin, RL
2010
Key date(s)
Online quiz 1 on
weeks 6-9 topics
due 29 April
Assignment 2
report (include
assignment 1
and 2) due 13
May
Presentation on
combined
assignments 1 &
2 and
Online quiz 2 on
strategy
implementation
due 20 May
Assignment 3
report 27 May
Public Holidays
Labour Day
Monday 14 March, 2016
Good Friday
Friday 25 March, 2016
Easter Monday
Monday 28 March 2016
Anzac Day
Monday 25 April, 2016
Queens Birthday
Monday 13 June 2016
Note: No classes on public holidays.
Discuss with your subject coordinator or tutor how these classes will be made up.
Study Week
23 May 201 6 27 May 2016
Examinations/Assessment period
30 May 2016 10 June 2016
Supplementary Examinations/Assessment period

In the Examination of Second Semester 2016
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Subject Guide
Detailed Weekly Program

The following is an indication of the areas covered on a week-by-week basis. These may change subject to
public holidays, absences etc. Check with your tutor or on Moodle for changes.
Week 1
Topics:
Introduction to Strategic Management
Strategic Management Process
Case analysis structure
Core reading:
Textbook Chapter 1
Recommended reading
Mirabeau, L & Maguire, S 2013,From autonomous strategic behavior to emergent strategy
Strategic Management Journal, vol. 35, no. 8, pp. 1202
Jacobides, MG 2010, Strategy Tools for a Shifting Landscape, Harvard Business Review, vol. 88, no.1/2,
pp. 76- 84
Tutorial activities Week 1:
Exercises
Application practice
Personal reflection
Other activities week 1
Decide if working in a group or individually for assignment 1 and form group.
Week 2
Topic:
Corporate Governance, Social Responsibility and Sustainability
Core reading:
Textbook Chapter 2
Kiron, D, Kruschwitz, N, Haanaes, K, Reeves, M & Goh, E 2013, "The Innovation Bottom Line", MIT Sloan
Management Review, vol. 54, no. 3, pp. 1-n/a.
Recommended reading:
Wells, G, 2011, Sustainability in Australian Business, John Wiley & Sons, Qld
Hopkins, M.S., Haanaes, K., Balagopal, B., Velken, I., Kruschwitz, N. & Arthur, D. 2011, "New Sustainability
Study: The Embracers Seize Advantage", MIT Sloan Management Review, vol. 52, no. 3, pp. 23-35 .
Psaros, J 2009, Australian Corporate Governance: a review and analysis of key issues, Pearson Education
Australia, NSW
Exercises
Personal reflection
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Subject Guide
Other activities week 2
Decide organisation for major assignments from ?icon on Moodle
Week 3
Topic
External Environment Analysis
Core reading:
Textbook Chapter 4
Porter M 2008, The Five Competitive Forces that Shape Strategy, Harvard Business Review, Jan 2008, vol.
86, no. 1.
Hanson, D, Hitt, MA, Ireland, RD &Hoskisson, RE 2011, Strategic Management: Competitiveness and
Globalisation, Asia-pacific 4thedn, Cengage Learning, Vic
Park, D, Lee, M, Turner, J & Kilbourne, L 2011, Effects on Market Boundaries and Market Competition on
Business Strategy: An examination in the United States banking sector, International Journal of
Management, vol. 28, no. 1 part 2, Mar 2011, pp. 363-368
Examine useful library databases. (See link in Moodle)
Watch credible, academic YouTube videos on external analysis as listed in Moodle
Exercises
Personal reflection
Other activities Week 3:
Start external analysis for the industry in which your company operates.
Start research for online discussion topic.
Week 4
Topic
Internal Analysis Part 1
Core reading:
Textbook Chapter 3
Hanson, D, Hitt, MA, Ireland, RD, Hoskisson, RE 2011, Strategic Management: Competitiveness and
Hubbard, G, Rice, J & Galvin 2015, Strategic Management Thinking, Analysis, Action, 5th edn. Pearson
Australia Melbourne, Chap 2 and 4
Exercises
Personal reflection
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Subject Guide
Other activities Week 4:
Complete online discussion
Week 5
Topic
Internal Analysis Part 2
Core reading:
Textbook Chapter 5 and part Chapter 6
Globalisation, Asia-pacific 4thedn, Cengage Learning, Vic. Chapter 3
Australia Melbourne
Porter, M 1988, Competitive advantage, Free Press, New York.
Exercises
Personal reflection
Week 6
Topic
Business Level Strategies
Core reading:
Textbook Chapter 6 and 7
Gunther McGrath, R 2012, How the Growth Outliers Do It Harvard Business Review, vol. 90, no. 1/2,
pp.110-116.
Australia Melbourne, Chap 4
Costa, LA, Cool, K, & Dierickx, I 2013,The competitive implications of the deployment of unique resources,
Strategic Management Journal,vol.34, no.4, pp. 445463.
Barney JB, 2007, Gaining and sustaining competitive advantages, 3rd edn, Prentice-Hall, New Jersey
Exercises
Personal reflection
Other activities Week 6
Assignment 1 report due this week
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Subject Guide
Week 7
Topic
Corporate Level Strategy
Core reading:
Textbook Chapter 8
Huy, QN &Mintzberg, H 2003, The Rhythm of Change, MIT Sloan Management Review, vol. 44, no. 4, pp.
79-84.
Globalisation, Asia-pacific 4thedn, Cengage Learning, Vic Chapters 6 and 7
Exercises
Personal reflection
Week 8
Topic
Networks, Alliances and Partnerships Co-operative Strategies
Core reading:
Textbook Chapter 9
Pandey, S & Sharma, RRK 2009, Matching Symbolic Interaction with Relational Bonding: Lessons from the
Toyota Network, International Management Review, vol. 5, iss. 1 pp. 50-54.
Globalisation, Asia-pacific 4thedn, Cengage Learning, Vic.
Tutorial activities Week 8
Exercises
Personal reflection
Week 9
Topic
International and Global Strategies
Core reading:
Textbook Chapter 11
Fletcher, R and Brown, L 2008, International Marketing, 4thedn, Pearson Education Australia, NSW
Porter, M 1990, The competitive advantage of nations, Free Press, New York
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Subject Guide
Exercises
Personal reflection
Online quiz 1 due this week
Week 10
Topic
Core reading:
Textbook
Higgins, JM 2005, The eight Ss of successful strategy execution, Journal of Change Management, vol. 5,
iss. 1, pp. 3-13
Okumus, F 2003 A Framework to implement strategies in organisations, Management Decision, vol. 41, no.
9, pp. 871-882.
Australia Melbourne, Chap 13
Exercises
Personal reflection
Week 11
Topic
Core reading:
Textbook
Akan, O, Allen, RS, Helms, MM & Spralls SA 2006, Critical tactics for implementing Porters generic
strategies, Journal of Business Strategy, vol. 27, no. 1. pp. 43-53
Hanson, D, Hitt, MA, Ireland, RD & Hoskisson, RE 2011, Strategic Management: Competitiveness and
Australia Melbourne

Exercises
Personal reflection
Page 13 of 31
Subject Guide
Assignment 2 report including assignment 1 report due this week
Week 12
Topic
Managing Change and Strategy Evaluation
Core reading:
Textbook Chapter 12
Davidson, J 2002, Overcoming resistance to change Public Management, vol. 84, iss.11, pp. 20-23
Martin, R. 2010,The execution trap. Harvard Business Review,vol. 88, no.7/8, pp. 61-71
Cummings, TG & Worley, CC 2009, Organisation Development and Change, 9thedn, South Western
Cengage, Ohio
Case study on planned change
Personal reflection
Presentation on combined assignments 1 & 2 due this week
Online quiz 2 due this week
Complete assignment 3 due next week
Subject Resources
The following resources relate specifically to this subject.
Prescribed Text(s) and Readings

Grant, R, Butler, B, Orr, S & Murray, P 2014, Contemporary Strategic Management, An Australasian
Perspective, John Wiley & Sons, Brisbane, Qld
Recommended Text(s) and Readings

Akan, O, Allen, RS, Helms, MM & Spralls SA 2006, Critical tactics for implementing Porters generic
strategies, Journal of Business Strategy, vol. 27, no. 1. pp. 43-53
Barney JB, 2007, Gaining and sustaining competitive advantages, 3rd edn, Prentice-Hall, New Jersey
Davidson, J 2002, Overcoming resistance to change Public Management, vol. 84, iss. 11, pp. 20.
Fletcher, R & Brown, L 2008, International Marketing, 4th edn, Pearson Education Australia, NSW
Ganesh, J, Madanmohan, TR, Jose, PD & Seshadri, S 2004, Adaptive Strategies of Firms in HighVelocity Environments: The Case of B2B Electronic Marketplaces, Journal of Global Information
Management, Jan-Mar 2004, vol. 12, iss. 1, pp.41-59.
Grant, RM 2013, Contemporary Strategy Analysis, 8th edn, John Wiley & Sons, New York, NY
Gunther McGrath, R 2012, How the Growth Outliers Do It Harvard Business Review, vol. 90, no. 1/2,
Page 14 of 31
Subject Guide
pp.110-116.
Hopkins, M.S., Haanaes, K., Balagopal, B., Velken, I., Kruschwitz, N. & Arthur, D. 2011, "New
Sustainability Study: The Embracers Seize Advantage", MIT Sloan Management Review, vol. 52, no. 3,
pp. 23-35 .
Hanson D, Hitt MA, Ireland RD and Hoskisson, RE 2011, Strategic Management: Competitiveness and
Globalisation, Asia-pacific 4th edn, Cengage Learning, Victoria
Hill CWL and Jones GR, 2009, Strategic Management Theory an integrated approach, 9th edn, SouthWestern, Cengage Learning, USA
Hill CWL, Jones GR, Galvin P & Haidar A 2007, Strategic Management, 2nd Australasian edn, John Wiley
& Sons, Qld
Hubbard, G, Rice, J and Galvin, P 2015, Strategic Management: Thinking, Analysis, Action, 5th edn,
Pearson Australia, Melbourne
Huy, QN & Mintzberg, H 2003, The Rhythm of Change, MIT Sloan Management Review, vol. 44, no. 4,
pp. 79
Jacobides, MG 2010, Strategy Tools for a Shifting Landscape, Harvard Business Review, vol. 88,
no.1/2, pp. 76- 84.
Johnson, G, Scholes, K & Whittington, R 2008, Exploring Corporate Strategies Text & Cases, 8th edn,
Prentice Education, Essex UK
Kim WC & Mauborgne R 2005, Blue Ocean Strategy: How to create uncontested market space and
make the competition irrelevant, Harvard Business School Publishing, Massachusetts
Kiron, D, Kruschwitz, N, Haanaes, K, Reeves, M & Goh, E 2013, "The Innovation Bottom Line", MIT
Sloan Management Review, vol. 54, no. 3, pp. 1-n/a.
Kotter, JP & Cohen, DS 2002, The Heart of Change: real-life stories of how people change their
organisations, Harvard Business School Publishing, Massachusetts
Martin, RL 2010, The Execution Trap, Harvard Business Review, vol. 88, no. 7/8, pp.64-71.
Okumus, F 2003 A Framework to implement strategies in organisations, Management Decision, vol. 41,
no. 9, pp. 871-882.
Pandey, S & Sharma, RRK 2009, Matching Symbolic Interaction with Relational Bonding: Lessons from
the Toyota Network, International Management Review, vol. 5, iss. 1 pp. 50-54.
Park, D, Lee, M, Turner, J & Kilbourne, L 2011, Effects on Market Boundaries and Market Competition
on Business Strategy: An examination in the United States banking sector, International Journal of
Management, vol. 28, no. 1 part 2, Mar 2011, pp. 363-368
Porter, M 2008, The Five Competitive Forces that Shape Strategy, Harvard Business Review, Jan
2008, vol. 86, no.1 accessed via EBSCO
Porter, M 1988, Competitive advantage, Free Press, New York.
Porter, M 1990, The competitive advantage of nations, Free Press, New York
Psaros, J 2009, Australian Corporate Governance: a review and analysis of key issues, Pearson
Education Australia, NSW
Pugh, DS & Hickson, DJ 2007, Great Writers on Organisations, 3rd omnibus edn, Ashgate Publishing,UK
Sarkis, J, Cordeiro, JJ and Vazquez Brust, D (eds) 2010, Facilitating Sustainable Innovation through
Collaboration, Springer, New York
Thompson, AA Jr, Strickland AJ III & Gamble, JE 2007, Strategic Management: the quest for competitive
advantage: concepts and cases, 15th edn. McGraw Hill, NSW
Wells, G 2011, Sustainability in Australian Business, John Wiley & Sons, Qld
Academy of Management Journal

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Subject Guide
Academy of Management Review
Administrative Science Quarterly
Australian Journal of Management
California Management Review
Fortune
Harvard Business Review
Journal of General Management
Long Range Planning
McKinsey Quarterly
MIT Sloan Management Review
Strategic Management Journal
Referencing
All work submitted for an assessment is required to be appropriately referenced. Heavy penalties apply for
plagiarism (see further details on plagiarism later in this subject outline). The link below provides a detailed
and easy-to-follow approach to referencing your work:
http://www.holmesglen.edu.au/services/learning_commons_library/research_tools/referencing_guide
Two examples of referencing are provided below:
1. A book. Duarte, N 2010, Resonate: present visual stories that transform audiences, John Wiley &
Sons, New Jersey.
2. A journal article. Stevens, T2010, Tensions in 21st century learning communities, ICT in
Education, Vol. 33, No. 2.
General Study Resources

The study resources provided by Holmesglen include:
Learning Commons
The Learning Commons branches are designed to be accessible to all students at Holmesglen. The
collection includes a range of visual and aural material to support your studies. A range of books and
journals are available, along with journal databases that can be used to support your research via the
Learning Commons Home Page: http://www.holmesglen.edu.au/services/learning_commons_library.
Study Skills
StudySkills shows you how to get started on your assignments, improve your research skills, with tips and
tricks for essay writing, note-taking, proofreading and much more!
Study skills support is available through
http://www.holmesglen.edu.au/services/learning_commons_library/research_tools/studyskills.
Learning and study support
For support tailored to special needs, Disability Services (Student Services department) can advise students
about assistive technology and alternative software and organise class materials in alternative formats. The
Academic Skills Unit can also assist and advise with general aspects of studying and language such as
study skills and assignment writing skills.
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Subject Guide
Teaching, Learning and Assessment

Holmesglen provides a learning environment that prepares graduates for their careers. In order to do this,
the design and development of learning outcomes, teaching methods and assessment has been carefully
formulated to develop a range of work-related attributes in each graduate.
Your learning experience in this subject has been devised to bring out the attributes shown below. This is
achieved with a careful mix of learning outcomes,teaching and learning activities,and assessment, across
the whole degree program to align what is taught and how it is assessed. Some examples of how we will
develop graduate attributes within this subject are in the table below.
Relevant processes through which the Attributes are developed
Attribute/Skill
Teaching and learning activities
Knowledge
management
Work-related
knowledge and
skills
Knowledge in the
discipline
Use ICT
appropriately
Communicate
effectively
Ethical and
professional
Work
collaboratively
Life-long learning
You will be set example problems in tutorials.

You will assess and evaluate information
collected from academic databases to complete
the relevant sections of your assignments
If working in a group, you will develop team work
skills.
You will be set work related example problems in
tutorials and in study guide
You should ask questions in class to clarify any
doubtful issues; you will need to succeed the
assessment hurdles specified below.
You will use Moodle to access further
information, discussion topics with other
students; you will need to use office productivity
software to produce assignments.
You will use library databases to research
information
If working in a group, you will need to
communicate your ideas to the group.
You are required to hand assignments in
according to deadlines; you are expected to
have a high level of originality on Turnitin when
your assignment is analysed.
You will be required to solve case study
problems with your fellow students in class
You will need to reflect on your learning through
class discussion with your peers; you will
receive tutor feedback on assignments to
suggest improvements in your analytical skills
and creative problem solving
Assessment activities
You will need to contrast multiple sources to
prove your arguments in discussion forums
and assignments to suggest novel ways of
helping managers solve a problem
Your assessments 1 and 2 apply work related
knowledge and skills to an organisation
All pieces of assessment
Assignments and discussion forums require

you to use ICT appropriately
There are presentations in Week 11 and 12

detailed criteria are advised below.
Your preparation for assessments will be
reflected in the results you achieve. You are
expected to present assignments in a
professional structure.
If you work in a team for one of your
assignments, you will need to work
collaboratively as part of a team to succeed
The major assignment
Assessment Structure
The assessment structure is shown in the table below, detailed descriptions of each assignment are in the
following sections.
There are three major pieces of assessments in report format. Students can choose to work in a group for
one (only) of these major assignments. Assignment 1 focuses on analysing the external and internal
situation for a specific company or organisation. Assignment 2 then develops strategies for that specific
company or organisation based on the situation in Assignment 1. Assignment 3 focuses on the issues
related to implementing the strategies from Assignment 2. Each group or individual must select the
company or organisation from the list under the ?icon in the assignments section of Moodle. In addition to
the three major assignments, there are two online quizzes and a discussion forum.
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Subject Guide
Item
Online discussion on
business sustainability
2 Online quizzes
Weight
5%
Due Date
Midnight 18 March
10% (5% each)
20 May
Assignment 1
Group or Individual
30%
(25% on report,
5% on
presentation)
25%
(20% on report,
5% on
presentation)
Assignment 1 due
midnight 8 April
Assignment 2
Individual or group (if you
have not been in a group for
assignment 1)
Assignment 3
Individual or group (if you
have not been in a group for
the previous assignments)
30%
Assignment 2 and
assignment 1 in a
combined report
due midnight 13
May
Presentation on
combined
assignment 1 and 2
due midnight 13
May
Assignment 3
report due midnight
27 May
Late submission penalty

5% per day of total possible
marks including weekends
Students who do not complete a
quiz within 7 days of the
deadline without medical or
other special reasons will
automatically fail the subject.


Assignment Submission
Faxed assignments will NOT be accepted under any circumstances.
All assignments to be submitted through the Business & Finance Office should be placed in the Assignment
Return Box located near the Business & Finance Reception with a completed Assessment Cover Sheet
attached. Your tutors name must be clearly marked. The Assignment Return Box is cleared at 12 noon
and 5.00pm each day
Assignments 1, 2 and 3 will be uploaded to both Turnitin by the due date in a Word2010.doc format using the
file name [YourName_Assignment_number.doc] The first page of each assessment submission should
include the following information at the top of the page:
Student Name:
Student ID:
Assessment Name:
Word Count
Declaration that the assignment is your own work done for this assignment.
Presentations can be done as a video and uploaded to Moodle and Turnitin or in-class presentation and
uploaded to Turnitin.
Online quizzes and Discussion will be done in Moodle.
Extension of Time for Assigned Work

All assignments should be submitted by the due date as determined by the lecturer. Extension of time for
assigned work may be granted where temporary circumstances of a personal or work related nature
adversely affects a students ability to submit on time. Such a case may include conflicting demands of
Page 18 of 31
Subject Guide
course requirements. To be eligible students would normally have met a minimum of 80% attendance, or in
the case of online learning, actively participated in discussions. Applications in writing shall be made to the
lecturer in charge at least 48 hours prior to the due date. Extensions will not be granted on or after the
due date.
Where the lecturer in charge is satisfied that your reason for an extension is valid and an extension is
granted, the student will be notified of the new submission due date and will be assessed without penalty.
Deferred Assessment
The purpose of Deferred Assessment is to give a student whose assessment has been adversely affected by
exceptional circumstances beyond their control an opportunity to demonstrate their ability.
An application for deferred assessment may be made by a student when they have been adversely affected
by circumstance or event which will impact on their assessment. Such cases may include serious illness and
or personal trauma. This does not include minor illnesses such as a mild cold. It includes physical and
mental illnesses. In addition, students who suffer loss, bereavement, hardship trauma or who are required
for military service or other legal requirements may also be eligible. Students are expected to give priority to
their studies and work or overseas travel is not normally considered valid grounds.
To be eligible, students would normally have met a minimum of 80% attendance, or in the case of online
learning, actively participated in discussions. Applications shall be made in writing to the relevant Course
Leader prior to or up to five working days after the due submission date or scheduled examination. Relevant
documentary evidence should be presented with the application. A separate Application Form is to be
completed for each assessment task.
An application for Special Consideration can only be made if the assessment task has not been completed
by the due date. If the task has been completed, an Application for Special Consideration must be made.
Applications for Deferred Assessment are available at reception or from the Student Forms section of the
Holmesglen website. They should be submitted to the Course Leader or to Student Services.
In accordance with the Holmesglen Higher Education Rule for Assessment a student who has been granted
deferred assessment will be notified of the new submission due date or examination date and will be
assessed without penalty.
Special Consideration
The purpose of Special Consideration is to give a student whose assessment has been adversely affected
by exceptional circumstances beyond their control an opportunity to demonstrate their ability.
An application for special consideration may be made by a student when they have been adversely affected
by circumstances or event which they believe has impacted on their assessment. Such cases may include
an acute illness, significant personal hardship or a long-term disability or chronic illness beyond their control.
This does not include minor illnesses such as a mild cold. It includes physical and mental illnesses. In
addition, students who suffer loss, bereavement, hardship trauma or who are required for military service or
other legal requirements may also be eligible. Students are expected to give priority to their studies. Work or
overseas travel is not normally considered valid grounds.
To be eligible, students would normally have met a minimum of 80% attendance, or in the case of online
learning, actively participated in discussions. Applications shall be made in writing to the relevant Course
Leader prior to or up to five working days after the due submission date or scheduled examination. Relevant
documentary evidence is also required.
An application for Special Consideration can only be made if the assessment task has been completed. If
the task has not been completed, an Application for Deferred Assessment may be made.
In accordance with the Holmesglen Higher Education Rule for Assessment a student who has been granted
special consideration will have their grade reviewed. Applications for Special Consideration are available at
reception or from the Student Forms section of the Holmesglen website. They should be submitted to either
the Course Leader or Student Services.
Page 19 of 31
Subject Guide
Hurdle Requirements
The hurdle requirement within this subject is a compulsory aspect or component of the subject that must be
complied with in order for you to be eligible to receive a pass grade. Hurdle requirements vary from course to
course and are identified for the specific subject in the curriculum documentation. Hurdle requirements
ensure that you are engaged with the full range of learning outcomes required for successful knowledge
transfer during the course.
The hurdle requirements for this subject of study are:
Complete and submit every piece of assessment (assignments, online discussion and quizzes and
an overall Pass grade in the subject ( 50%)
Assessment Items
1. Online Discussion Forum
Individual
Weight:
5%
Structure
The discussion will have a statement related to business sustainability

(3Ps). Students can post their points about the topic on Moodle.
Word count
300 words excluding reference list
Due date:
Midnight 18 March
Return of Marks:
Week 6
Penalties for late

lodgement:
The discussion statement will be available from week 1.

Students must complete their points about the topic to pass this subject.
Students, who are unable to complete the discussion forum by the due
date, and they have medical or other special reasons, have produced the
appropriate documentation and have been approved by the unit
convener, will be given another discussion statement.
Students who do not have approval and have not completed a post by
the due date will have a penalty of 5% of maximum possible marks per
day including weekends. Ie 5% of 5 marks (0.25 marks per day)
Task
Students are required to post their argument/debate points on the specific strategic management
theory topic, to the discussion forum on Moodle during the week that the topic is available.
You can post a specific point on the topic. In your post you can agree or disagree with the statement
or add a different perspective but must support your points with references.
Your discussion should not a definition or description of the concept but it must add to students
understanding, knowledge and use of the concept. Please see the marking guide below for
Learning Outcomes Assessed:

This assessment will cover the following learning outcomes:
Demonstrate understanding of the concepts in strategic management.

Identify and critically examine the issues and ongoing challenges associated with strategic
management for organisations in the business, public, and not-for-profit sectors.
Page 20 of 31
Subject Guide
Critically analyse and propose viable solutions to current strategic management

issues/problems.
Marking Criteria:
The following rubric will be used to assess each discussion post.
Understanding of the
specific
concept
(4 marks)
Evidence of
reading
textbook and
additional
relevant
articles on the
specific topic
(1 mark)
High
Distinction
Excellent
understanding
of the concept;
clear and
relevant link
between
concept and
its use and
relevance for
businesses
and
organisations
Extensive
range of
relevant
articles and
texts used to
support the
points/debate
made in the
post.
Distinction
Credit
Pass
Fail
Showed good
understanding
of the concept;
its use and
relevance for
businesses and
organisations
Showed good
understanding
of key aspects
of the concept;
related the
theory to its
use and
relevance for
businesses
and
organisations
Showed poor
understanding of
the concept;
provided
description of
concept from
textbook; little or
no application of
the theory to
businesses and
organisations
Good range of
relevant articles
used in post;
appropriately
referenced
Evidence of
reading
relevant
articles and
strategic
management
textbooks
addition to set
textbook for
sources
Showed some
understanding
of key aspects
of the concept;
limited
application of
the theory to its
use and
relevance for
businesses
and
organisations
Used textbook
as source for
post
No evidence of
relevant reading
from textbook or
other sources for
post
2. Online Quizzes
Individual
Weight:
Total 10%
Each quiz is worth 5%
Structure
Two online quizzes based on the theory covered for specific weeks.
Each quiz will have 20 multiple choice or short answer questions and the
marks will be calculated to 5% of overall mark.
Estimated completion time 45 mins each quiz.
Students can only attempt each quiz once.
Due date:
Online quiz 1 due midnight 29 April

Online quiz 2 due 20 May
Return of Marks:
Online quiz 1 Week 11

Online quiz 2 Week 13
Penalties for late

lodgement:
The quizzes will be available from week 1.

Each quiz will be closed at midnight on the due date.
Students must complete the quizzes to pass this subject.
Students, who are unable to complete a quiz due to medical or other
Page 21 of 31
Subject Guide
special reasons, have produced the appropriate documentation and have
been approved by the unit convener, will be given another quiz.
Students who do not complete a quiz within 7 days of the deadline will
automatically fail the unit.
Task
Students are required to answer the questions online in Moodle within the timeframe. Students only
have one attempt and need to submit before the 45 minutes expires.
Answers to the short answer questions must be done in MS Word format and uploaded to Turnitin by
midnight on the due date.


Apply the principles of value analysis and the key methods for assessing, evaluating and
controlling strategic performance to optimise outcomes.
Marking Criteria:
The answers to the multiple-choice questions have only one correct answer.
The answers to short answer questions will use the following criteria that are of equal importance:
High Distinction
Distinction
Credit
Pass
Fail
Understandi
ng of the
specific
concept/
theory
Excellent
understanding
of specific
topic/concept;
clear and
relevant link
between
concept and its
use and
relevance for
businesses and
organisations
Demonstrated
good
understanding
of the specific
topic/concept;
its use and
relevance for
businesses
and
organisations
Demonstrated
good
understanding
of key aspects
of the specific
topic/concept;
related the
theory to its
use and
relevance for
businesses
and
organisations
Demonstrated
some
understanding
of key aspects
of the specific
topic/concept;
limited
application of
the theory to
its use and
relevance for
businesses
and
organisations
Shows poor
understanding of
key aspects of the
specific
topic/concept;
provided
description of
concept from
textbook.
Evidence of
reading
textbook and
additional
relevant
articles on
the specific
topic
Extensive range
of relevant
articles and
texts used to
support the
points made.
Good range of
relevant
articles used
to support the
points
Evidence of
reading of
relevant
articles
textbooks
addition to set
textbook for
sources
Used textbook
and one
journal article
as source for
the
arguments.
No evidence of
relevant reading
from textbook or
other sources
Page 22 of 31
Subject Guide
2. Assignment 1 Organisation Case Study Analysis

Individual or a group of 3-4
Students can choose to work in a group or individually. They can

select who is in their group.
If you work in a group for this assignment you cannot work in a
group for assignments 2 and 3.
Weight:
30%
25% for written report 5% for presentation
Word limit:
3,000 words excluding Executive Summary, Table of Contents,

Reference List and Appendices
Structure
Report as per format in Moodle

Presentation of combined assignment 1 and 2
Due date:
Return of Marks for Report:

Penalties for late lodgement:
i.e. after the due date
Notify tutor if work individually or members of group by email

before midnight 7 March.
Select company/organisation for assignments 1-3 using
Moodle by midnight 7 March
Research and write report due midnight 8 April
Presentation on Assignment 1 and 2 uploaded to Turnitin by
midnight 20 May
22 April
Students must complete the report to pass this subject.
Student who do not submit the report by the due date and have
not been given special consideration approved by the unit
convener, will be penalised 5% of total possible marks per day
including weekends.
i.e. 5% of 25% for report per day
Task
Students, working individually or group of 3-4 students, are required to:
Select one of the four organisations under the ? icon in Moodle assignment section, or their
Venture Creation company (Holmesglen students).
Consider that they are senior managers advising the CEO and Board of Directors of their
selected organisation
Research reputable sources (not Google, Yahoo or Wikis) and apply the case study
methodology presented in Moodle, including the following:
Analysis/ critical1 assessment of organisations purpose, vision, and goals
Research and analysis of the external situation the macro environment trends, key
drivers of change in the industry in which the organisation operates, future trends,
industry forces (Porters 5 forces), stage in industry life cycles and competitor analysis
including analysis of competitors corporate level strategies
Assess the organisation itself, including its current corporate level, business unit level
and any co-operative strategies, its performance using balanced metrics, its capabilities
and value creation, current competitive advantage, any sustainability issues and how
well the organisations is meeting the needs of its key stakeholders
Identify the keys to the organisations success in the future (next 5-10 years)
Use the business report format in Moodle resources to write their report
1
Page 23 of 31
Subject Guide
Write a strategic report using the business report format in Moodle and upload to
www.Turnitin.com. The file name will be [Your(Group)Name_Assignment1.doc] and will be in
Word format. If working in a group only one nominated person from the group should upload the
report.
Your report will also include a discussion/debate and justification of the strategic management
theories and tools used related to external and internal analysis. You are expected to use
academic sources, and strategic management text books in addition to your textbook.
Use Harvard style referencing both in-text and in the reference list of your report and
presentation.
If working in a team, each member must keep a record or journal of his/her contribution to the
report. This journal is confidential and will be emailed to the tutor individually by the due date.
You will use your team discussion forum for communication. Your tutor will give feedback on
your ideas and workings every ten working days if this forum is used.
If you decide to work in a team for this assignment in week 1, you cannot decide to work
individually after week 3.


Apply in a practical way the frameworks for strategic analysis, strategy formation and strategy
implementation
management for organisations in the business, public, and not-for-profit sectors
Report Marking Criteria:

The written report will be assessed using the following criteria:
Criteria:
Possible Marks
Understanding and application of theory and processes
10%
Develop suitable corporate strategic report for the situational analysis

section
10%
Analysis and application of external and internal information
60%
Discussion and range of tools and theories used
10%
Report Structure, Presentation, Referencing, spelling & grammar
10%
If working individually, marks will be calculated to 30% of overall mark. For example if a student
gained 60/100 for this assignment. This would calculate to 18/30.
If working in a group, an individual students marks will be calculated as follows:

Every member of the group will gain 50% of the group assignment mark. The remaining possible
50% of the assignment mark will be awarded based on each members individual contribution. If no
team journals or peer evaluations are emailed to the tutor, then all group members will obtain the
same marks.
For example, if there were 3 students in the group and the group assignment was graded at 60/100
2.
Page 24 of 31
Subject Guide
(18/30), every member would get 9 marks (18 x 50%) and balance calculated on the team journals.
If there were no team journals or peer evaluations, all students would receive 9 marks (based on
group mark) plus 9 marks for individual work = 18 marks. However, if the team journals showed that
one student did 1/3 of the report, that student would receive 9 marks (based on group mark) plus 9
marks x 1/3 = 9 + 3 = 12 /30. If another student in the group worked on all parts of the assignment,
then that other student would get 9 marks (based on group) plus 9 marks x 1= 9 + 9 = 18 /30.
The marking rubric for assignment 1 is in Moodle.
Assignment 1 presentation will be combined with the presentation of assignment 2 due on 6

November.
3. Assignment 2 Organisation Case Study Strategy Formation

Individually or student can choose to be in a group of 3-4 if the student was not in a group in
Assignment 13
Weight:
20% for written report

5% for presentation
Word limit:
2,500 words excluding Executive Summary, Table of Contents

and Reference List
Structure

Presentation of combined assignment 1 and 2 (15-20 mins)
Due date:
Return of Marks of report:

Notify tutor by email if working individually or in a group by 22

April
Complete report including Assignment 1 & 2 by midnight 13
May
Presentation (15 20 mins) on complete report uploaded to
Turnitin by midnight 20 May
27 May
Students must complete and submit the report to pass this
subject.
Students who do not submit the report by the due date and have
including weekends. i.e. 5% of 25% for report per day
Task
Students, working individually or group of 3-4 students, are required to:
Continue to use the company or organisation from Assignment 1. If working in a group where
students have done different companies for the previous assignment, the group can decide which
company it will use for this assignment.
Consider that they are senior managers advising the CEO and Board of Directors of their
selected organisation
Apply the case study methodology presented in Moodle, including the following:
3 A student can be in a group for only one assignment
Page 25 of 31
Subject Guide
o
Based on the analysis and situation identified in Assignment 1, formulate intended and/or
formation of emergent strategies for the organisation at the corporate level, and at the
business unit level to meet its purpose, vision and goals for the next five years. These
future strategies may include co-operative or international strategies. This is the main
focus of this assessment and must be comprehensive.
Develop an action plan table covering implementation of the formulated strategies
Use the business report format in Moodle resources, focusing on future strategies based on
analysis of the internal and external environments.
Write a strategic report using the business report format in Moodle. A soft copy of the report will
be uploaded www.Turnitin.com. The file name will be [Your(Group)Name_Assignment 2.doc] and
will be in Word format.
Your report will also include a discussion/debate and justification of the strategic management
theories and tools used related to the different types of corporate level, business unit level, cooperative strategies and the development/formation of strategies. You are expected to use
academic sources and strategic management textbooks in addition to your textbook. Marketing
textbooks are not appropriate for this section of your report.
Use Harvard style referencing both in-text and in the reference list of both the report and
presentation.
Make a video of you/the group presenting your corporate strategic plan to either the banks or
significant stakeholders. The presentation will be 15 to 20 minutes long. Upload the presentation
to YouTube and email your tutor the link. If working in a group all members must present equally.
No one member presents more than the other members. If you do not want to do a video and
upload via YouTube for privacy reasons, you can present in class. Students must notify your tutor
by email before 9 May if they will be presenting in class.
Only students who have not worked in assignment 1 in a team are eligible to work in a team for this
assignment.
If you decide to work in a team for this assignment, you cannot decide to work individually after week
8.
If working in a team, each member must keep a record or journal of his/her contribution to the report.
This journal is confidential and will be emailed to the tutor individually. You will use your team
discussion forum for communication. Your tutor will give feedback on your ideas and workings
every ten working days if you use this format.

1.
2.
3.
4.
5.

Apply in a practical way the frameworks for strategic analysis, strategy formation and strategy
implementation
Identify and critically examine the issues and ongoing challenges associated with strategic management
for organisations in the business, public, and not-for-profit sectors
Apply the principles of value analysis and the key methods for assessing, evaluating and controlling
strategic performance to optimise outcomes.
Critically analyse and propose viable solutions to current strategic management issues/problems

Criteria:
Possible Marks
Understanding and application of theory and processes
10%
Develop suitable corporate strategic report
60%
Page 26 of 31
Subject Guide
Analysis and application of external and internal information
10%
Discussion 4and range of tools and theories used
10%
10%
If working individually, marks will be calculated to 20% of overall mark. For example if a student
gained 80/100 for this assignment. This would calculate to 16/20.

Every member of the group will gain 50% of the group assignment mark. The remaining possible 50%
of the assignment mark will be awarded based on each members individual contribution. If no team
journals or peer evaluations are emailed to the tutor, then all group members will obtain the same
marks.
(16/20), every member would get 8 marks (16 x 50%) and balance calculated on the team journals. If
there were no team journals or peer evaluations, all students would receive 8 marks (based on group
mark) plus 8 marks for individual work = 18 marks. However, if the team journals showed that one
student did 1/4 of the report, that student would receive 8 marks (based on group mark) plus 8 marks
x 1/4 = 8 + 2 = 10 /20. If the student in the group worked on all parts of the assignment, then that
other student would get 8 marks (based on group) plus 8 marks x 1= 8 + 8 = 16 /20.
Presentation Marking Criteria:

The presentation will be assessed using the following criteria:
Criteria:
Possible
Marks
Delivery style, audible, audience attention
Use of and quality of presentation materials
Content and structure of presentation i.e. Covered all parts of the report
(assignment 1 & 2) and well structured
4. Assignment 3 Implementation of the Strategic Plan

Individually or student can choose to be in a group of 3-4 if the student was not in a group in
Assignment 1 or 2 5
Weight:
30%
Word limit:
3,000 words excluding Executive Summary, Table of Contents

and Reference List
Structure
Due date:
27 May
Return of Marks:
On release of marks
Students must complete and submit the report to pass this
4
5 A student can be in a group for only one assignment
Page 27 of 31
Subject Guide
subject.
Students who do not submit the report by the due date and have
including weekends. i.e. 5% of 20% for report per day
Task
Students complete a comprehensive plan for the implementation of the corporate level, and
business unit level strategies recommended for the organisation in assignment 2, using a report
format. In the implementation plan students must assess what parts of the organisation will need to
change so that their recommended strategies are implemented effectively and efficiently.
If working in a group where students have done different companies for the previous assignments,
the group can decide which company it will use for this assignment.
The report focuses on the implementation of the strategies and will examine the following
implementation topics:
o Structure, culture, reward systems, and leadership style related to implementing the
recommended strategies;
o
Systems, monitoring and control required to implement the recommended strategies
Identify and discuss the specific issues related to implementation of strategies in the
business environment (internal and external issues);
Methods of evaluating the recommended strategies and developing responses to

evaluation results.
The report will also include a discussion/debate and justification of the strategic management
theories and tools used related to implementation, evaluation, and monitoring and control of
strategic plans. You are expected to use academic sources and strategic management textbooks in
addition to your textbook. Marketing textbooks are unsuitable for this report.
Students will use Harvard style referencing in-text and in your reference list.
A soft copy will be uploaded to www.Turnitin.com. The file name will be

[Your/GroupName_Assignment3.doc] and will be in Word format.
Only students who have not worked in a team for the previous two assignments are eligible to work
in a team for this assignment.
If working in a team, each member must keep a record or journal of his/her contribution to the report.
This journal is confidential and will be email to the tutor individually. You will use your team
discussion forum for communication. Your tutor will give feedback on your ideas and workings every
ten working days.
If you decide to work in a team for this assignment, you cannot decide to work individually after week
10


Apply in a practical way the frameworks for strategic analysis, strategy formation and
strategy implementation.
Page 28 of 31
Subject Guide

Critically analyse and propose viable solutions to current strategic management
Criteria:
Possible Marks
Understanding and application of theory and processes related to implementation

of corporate level and business unit level strategies
10%
Develop suitable strategic implementation report
60%
Analysis and application of internal information and external information that

impacts on implementation of strategies
10%
Discussion and range of tools and theories related to implementation of corporate

level, network level and business unit level strategies
10%
10%
If working individually, marks will be calculated to 30% of overall mark. For example if a student gained
60/100 for this assignment. This would calculate to 18/30.

Every member of the group will gain 50% of the group assignment mark. The remaining possible 50%
of the assignment mark will be awarded based on each members individual contribution. If no team
journals or peer evaluations are emailed to the tutor, then all group members will obtain the same
marks.
(18/30), every member would get 9 marks (18 x 50%) and balance calculated on the team journals. If
there were no team journals or peer evaluations, all students would receive 9 marks (based on group
mark) plus 9 marks for individual work = 18 marks. However, if the team journals showed that one
student did 1/2 of the report, that student would receive 9 marks (based on group mark) plus 9 marks x
1/2 = 9 + 4.5 = 13.5 /30. If another student in the group worked on 1/4 of the assignment, then that
other student would get 9 marks (based on group) plus 9 marks x 1/4= 9 + 2.25 = 11.25 /30.
Plagiarism and Academic Conduct

Plagiarism applies to all essays, reports, research papers, presentations or any other form of assessment
which requires you to sign or otherwise state that the work you are submitting is your work.
Unless the assessment is a group task, all work submitted for assessment must be completed by the student
alone. While discussion of the topic is encouraged, no student is permitted to use any work of any other
person and/or any material from any publication unless the source has been acknowledged in full.
Page 29 of 31
Subject Guide
Any act of plagiarism in an item of assessment is deemed to be the same as cheating and will result in the
item of assessment being disregarded and/or the students suspension or exclusion from the Institute.
Please refer to the Student Diary for penalties regarding plagiarism.
Holmesglen has subscribed to the use of Turnitin Originality Checking. Turnitin allows students and tutors to
evaluate a students assignment by comparing it against continuously updated content databases
(Turnitin2012, viewed 13 June 2011, http://www.turnitin.com/en_us/products/content). The Turnitin Originality
Report provides the opportunity for tutors to compare students submitted work against other students work,
journal articles and web sites. The final report is a submission with colour-highlighted areas of where copying
appears to have occurred.
Individual tutors will assist you with enrolling on Turnitin. Please note that Turnitin is only one method of
detecting and managing plagiarism at Holmesglen. A detailed knowledge of the subject area and the relevant
literature by your tutor is also part of the ongoing process of managing plagiarism and its consequences at
Holmesglen.
The Institute expects that you, as a student, will be honest in your studies and research and that you will not
do anything that will interfere with or frustrate the studies and research of other students.
Plagiarism is:
1.Submitting an assessment item which you have previously used for another class (without permission).
2. Having another person write an assignment or part of an assignment (regardless of payment).
3. Modifying or paraphrasing another persons ideas or writings and submitting the final version as your
own.
4. Having someone rewrite substantial portions of your paper and submitting the final version as your own.
5. Copying phrases, sentences, sections, paragraphs, or graphics from another, and not giving credit by
citing the source.
6. Handing in another persons solution to an exam or an assessment item as your own.
Plagiarism is not:
1.
2.
3.
4.
5.
Asking someone to read your assignment and suggest possible improvements.

Getting together with other students to discuss an assignment.
Asking your teacher for assistance with an assignment.
Quoting from another's works and giving credit by citing the source.
Not citing sources for information that is considered common knowledge or that is readily available. For
example, you do not need to provide a citation if you state that World War II began in 1939.
Further information on plagiarism is available at
http://www.holmesglen.edu.au/programs/higher_education/information_for_students/plagiarism.
Additional Notes for Students
Students are required to meet 80% minimum attendance in each subject, or, in the case of online
learning, actively participate in discussions. Non compliance with this requirement may impact on your
eligibility to undertake deferred assessment or resubmission of an assessment.
Students must sit tests and exams on the scheduled date(s). Travel or employment arrangements are
not acceptable reasons to request a variation of the assessment date or time.
Participation in class activities may contribute to your final assessment. If you are unable to attend a
class, it is your responsibility to contact your teacher or another class member to find out what you have
missed and to make suitable arrangements to catch up the missed work.
Student withdrawal from a Subject refer to the Course Information Manual and Student Diary.
Advanced Standing, Credit Transfer (CT) or Recognition of Prior Learning (RPL) - refer to the Course
Information Manual and Student Diary.
While care and diligence are taken in structuring activities and class schedules, variation may occur due
to factors beyond the Institutes control. In such instances, where possible, students will be notified in
advance of changes.
Page 30 of 31
Subject Guide
Marking and Grading Guidelines

Grade
Mark
Description
HD
80 100
High
Distinction
Outstanding standard. Evidence of comprehensive

knowledge and understanding; masterful application of
relevant skills and academic ability; achievement of all
assessment objectives at a consistently excellent level
70 79
Distinction
Very good standard. Evidence of very good level of

knowledge and understanding, very good application of
relevant skills and academic ability; achievement of all
assessment objectives at a very good level.
60 69
Credit
Good standard. Evidence of good knowledge and

understanding, good application of relevant skills and
academic ability; achievement of all assessment objectives at
a good level.
50 59
Pass
Satisfactory standard. Evidence of adequate knowledge and

understanding; satisfactory application of relevant skills and
academic ability; satisfactory achievement of assessment
objectives.
<50
Fail
Unsatisfactory standard. Insufficient evidence of knowledge,

understanding and skills, and/or academic ability to satisfy
most assessment objectives. Unsatisfactory performance in
an ungraded or competency based assessment.
Ungraded
Pass
Satisfactory performance or deemed competent in an

ungraded or competency based assessment.
CP
Conceded
Pass
A pass grade given to students within the 45-49% band

without the need for supplementary assessment in
accordance with approved conceded pass eligibility and
condition requirements.
NC
Not Complete
Result yet to be finalised. Automatically converts to a Fail (N)

result after 90 days of the reporting date unless another
result/grade is reported.
Withdrawn
Used where a student withdraws by the relevant prescribed

date or is permitted to withdraw without academic penalty by
the Director or under delegated authority.
EX
Exemption
granted on the
basis of credit
transfer or
RPL
Exemption granted in the subject in accordance with

approved articulation arrangements.
Interim grade
pending
supplementary
assessment
Used when a student has been granted supplementary

assessment in accordance with approved supplementary
assessment arrangements. Result will be amended
appropriately following supplementary assessment.
Page 31 of 31

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SUBJECT GUIDE

Faculty of Business, Design and Information Technology

BBA 302, CMA362

Bachelor of Business (Accounting)

BBA302, CMA362 Strategic Management

BBA302 Strategic Management, Semester 2, 2015

Teaching and Learning Method

BBA302 Strategic Management, Semester 2, 2015

Prescribed Text(s) and Readings

External environment analysis

Corporate level strategies

BBA302 Strategic Management, Semester 2, 2015

Grant et al. 2014 Chap 2

Grant et al. Chap 3

Grant et al. 2014 Chap 5

Grant et al. 2014, Chap

Strategy Implementation part 1

Grant et al. 2014

Strategy Implementation part 2

Grant et al. 2014

Grant et al. 2014 Chap

Supplementary Examinations/Assessment period

BBA302 Strategic Management, Semester 2, 2015

Detailed Weekly Program

BBA302 Strategic Management, Semester 2, 2015

BBA302 Strategic Management, Semester 2, 2015

Tutorial activities Week 11:

Prescribed Text(s) and Readings

Recommended Text(s) and Readings

Academy of Management Journal

General Study Resources

BBA302 Strategic Management, Semester 2, 2015

Teaching, Learning and Assessment

You will be set example problems in tutorials.

All pieces of assessment

Assignments and discussion forums require

There are presentations in Week 11 and 12

BBA302 Strategic Management, Semester 2, 2015

10% (5% each)

Late submission penalty

5% per day of total possible

5% per day of total possible

Extension of Time for Assigned Work

The discussion will have a statement related to business sustainability

300 words excluding reference list

Penalties for late

The discussion statement will be available from week 1.

Learning Outcomes Assessed:

Demonstrate understanding of the concepts in strategic management.

BBA302 Strategic Management, Semester 2, 2015

Critically analyse and propose viable solutions to current strategic management

Online quiz 1 due midnight 29 April

Online quiz 1 Week 11

Penalties for late

The quizzes will be available from week 1.

BBA302 Strategic Management, Semester 2, 2015

Learning Outcomes Assessed:

Demonstrate understanding of the concepts in strategic management.

BBA302 Strategic Management, Semester 2, 2015

2. Assignment 1 Organisation Case Study Analysis

Students can choose to work in a group or individually. They can

3,000 words excluding Executive Summary, Table of Contents,

Report as per format in Moodle

Return of Marks for Report: