Centre of Learning for Business, Hospitality and Tourism

Bachelor of Applied Management

Graduate Diploma in Applied Management
COURSE OUTLINE

Trimester Three 2017

AM7308 Strategic Management

Cyril Peter JP
Lecturer:
Office: Petone Campus
Level 7, Tower Block (T)
Telephone: 04 830 3142

Email: Cyril.Peter@weltec.ac.nz

Mick Jays
Head of School:
Mick.Jays@weltec.ac.nz

04 920 2670

Teaching Programme

Class contact hours for week commencing 13th November 2017:

Lecture / Tutorial Tuesday/Wednesday/Thursday 9.00am to 12.00pm

Programme: Petone Campus.

The whole class will attend lectures/tutorials as scheduled

You are expected to complete the required reading before each class. You can access
the lecture PowerPoints and print them out to bring to class if you need to.
Students are expected to attend class regularly and punctually. Where possible, please
advise the lecturer in advance, by email, if you are unable to attend.
All student support services are now available at Level Two.

Aim
The aim of this course is to give the student an understanding of improving organisational
effectiveness through the application of strategic management and management
processes including a systematic set of strategic goals, plans and actions.
Students will analyse and evaluate the application of strategic analysis, choice and
implementation concepts of various management problems, practices and
philosophies.

Learning outcomes
On successful completion of this course, students will be able to:
1. Demonstrate conceptual understanding, tools and techniques fundamental to strategic
management.
2. Critically evaluate strategic planning and examine its value to organisations.
3. Critically evaluate a model of strategic management which contains three main parts;
strategic analysis, choice and implementation.
4. Analyse the role of the strategic leader and the effect culture and ethics have in moving an
organisation forward.
5. Research and evaluate a strategic management issue within a global context.

Content
1. The strategic management process
2. The nature of competitive advantage; internal and external analysis
3. Competitive advantage and functional-level strategy
4. Competitive business-level strategy and industry environment
5. Corporate strategy; vertical integration, diversification and strategic alliances
6. Strategy in the global environment
7. Strategy; leadership culture and ethics
8. Designing organisational structure and matching structure and control, culture and
reward systems to strategy
9. Managing strategic change and evaluating strategy performance

2
Required text

Hubbard, G.,& Beamish, P. (2011). Strategic Management ; Thinking, Analysis, Action (4th
edition).
New South Wales:Pearson Australia

Recommended texts for additional reading

By reading widely you consolidate your knowledge and gain a better understanding of the
subject.

Amason, A. C. (2011). Strategic management: from theory to practice. New York:

Routledge.
Andersen, Torben Juul (2013). Short Introduction to Strategic Management. Retrieved from
http://www.eblib.com
Ansoff, H. Igor (2007). Strategic Management. Retrieved from http://www.eblib.com
Cool, Karen O.; Henderson, James E.; Abate, Rene (2009). Restructuring Strategy: New
Networks and Industry Challenges. Retrieved from http://www.eblib.com
Coulter, M. (2012) Strategic Management in Action. (6th ed.). Upper Saddle River, NJ:
Pearson Prentice Hall.
David, F. (2011). Strategic Management Concepts (14th ed). New Jersey: Pearson Education
Inc.
Hanson, D., Hitt, M., Ireland, D., & Hoskisson, R. (2011). Strategic Management,
Competitiveness and Globalisation. (4'h ed.). North Shore: Cengage Learning.
Jeffs, C (2008). Strategic Management. Retrieved from http://www.eblib.com
Jeyarathmm, M. (2008). Strategic Management. Retrieved from http://www.eblib.com
Johnson, W. (2015). Disrupt yourself : putting the power of disruptive innovation to work .
Brookline: Bibliomotion.
Katsioloudes, M (2009). Strategic Management. Retrieved from http://www.eblib.com
Moutinho, L. (2000). Strategic Management in Tourism. Retrieved from
http://www.eblib.com
Olsen, M; Zhao, J (2008). Handbook of Hospitality Strategic Management. Retrieved from
http://www.eblib.com
Pearce, J., & Robinson, R. (2011). Strategic Management Formulation, Implementation, and
Control (12" ed.). New York: McGraw-Hill Irwin.
Porter, M. (2004). Competitive Strategy: Creating and Sustaining Superior Performance. (1st
Free Press export ed) New York: Free Press.
Stead, W. E., & Stead, J. G. (2014). Sustainable strategic management. New York: M. E.
Sharpe.

Independent study

Facilitation sessions will provide a structure for the study of each topic and focus your attention
on the key concepts you are expected to study and understand. To get maximum benefit from
classes you are encouraged to:
ask questions
take notes
take careful note of assignment due dates
actively participate in lectures and tutorials
3
ASSESSMENTS

ASSESSMENT SCHEDULE

Task Type LO Date due Percentage of mark

Assessment 1 Case study 1 1/12/17 20%
Assessment 2 Case study 2, 3 8/12/17 40%
Assessment 3 Case study 4, 5 15/12/17 40%
LO = Learning Outcome All assessments must be attempted 50% overall pass

GM2: Achievement-based assessment results and course grades

Where grades are allocated according to the level of achievement the following grading system
applies to both assessment results and course grades.
Result /
Grade
Achievement Description Grade Mark
Point
Range

Learning outcomes met. Proficient in the most difficult A+ 4 90100

concepts, theories and skills. Is able to integrate
concepts, theories and skills, and recognise the links
Excellent
and relationships between them. Is able to adapt and A 4 8089
apply concepts, theories and skills to new situations,
and to formulate and evaluate new ideas.
Learning outcomes met. Is able to use and apply the B+ 3.3 7579
fundamental theories, concepts and skills of the learning
outcomes to a wide range of problems, going beyond
Good mere replication of content knowledge or skill. Shows an
understanding of key ideas, awareness of their B 3 6574
relevance, some use of analytical skills and some
originality.
Learning outcomes met. Has a basic grasp of factual C+ 2.3 6064
content, theories, concepts and issues, and/or
Satisfactory performance of basic skills to a level that would allow
continuation of study in the area or to carry out work C 2 5059
requiring these skills.
Learning outcome/s met. Ungraded assessment result
Ungraded Pass P 1 P
and/or course grade.
Unsuccessful assessment attempt result; optional
assessment not submitted result (0)
Not Achieved D 0 049
Course grade when all required assessments attempted
but one or more learning outcomes not met.
Required assessment not submitted;
Ungraded Fail Course grade when either one or more required F 0 F
assessments are not attempted and/or one or more
course requirements are not met.
4
Submission of Assignments.

All typed assignments, must follow the APA system of referencing (6th ed). For regulations
concerning written assessments please refer to the programme handbook. Each written
assessment should be presented in hard copy for marking on the required day

Please attach a cover sheet to your assignments

Requests for an extension must be on the WelTec form and be submitted and approved before
the due date.

Unless otherwise directed, ALL assessment work completed outside of the classroom must
conform to the following:
Be word processed on A4 paper
Use 1.5 line spacing with margins set at 3 cm
Text should be in a size 12 Times New Roman or Arial font
Submit all your assignments through Turn-It-In which is accessible through the course
Moodle page

Please remember to photocopy ALL course work handed in. You may be asked to provide
another copy if your work goes missing or you appeal your final mark or grade. A back up
electronic copy is also advised in case of irrecoverable disk errors.

Referencing and plagiarism

Plagiarism will NOT be tolerated, please refer to the student handbook and the learning
commons for guidance. Plagiarism is a serious academic offence and where instances of
plagiarism are identified, there will be immediate severe consequences which may result in
some form of academic penalty.

5
WEEK SESSION LECTURE / TUTORIAL CHAPTER

1 14/11/17 What is 'strategy'? 1

15/11/17 Analysing business strategy: creating value 2

16/11/17 Analysing the external environment 3

Analysing the organisations' resources and

2 21/11/17 4
capabilities

22/11/17 Measuring strategic organisation performance 5

23/11/17 Gap analysis and business level strategic options 6

3 28/11/17 Strategic decision making 7

29/11/17 Corporate / multi-business strategy 9

30/11/17 Acquisitions and alliances 10

4 5/12/17 International strategy 11

6/12/17 Capabilities, systems and structure 12

7/12/17 Leadership, people and culture 13

5 12/12/17 Change management 14

13/12/17 Revision (Chapter 1 to 7)

14/12/17 Revision (Chapter 9 to 14)

6
Assessment 1: Case study Weighting 20 %

The ascendance of AirAsia: building a successful budget airline in Asia

Lawton, T. & Doh, J. (2011). The ascendance of AirAsia: building a successful budget
airline in Asia. In G. Hubbard & P. Beamish, Strategic Management; Thinking,
Analysis, Action (4th ed., p.431-443). New South Wales:Pearson Australia

Type Due date LO Word count Group/Individual

Case study 1/12/17 1 3,000 ( 10%) Individual

Learning outcome
Demonstrate conceptual understanding, tools and techniques fundamental to strategic
management

Read the case study and write a report. Your report should include/address the following
issues and topics.

1. What is strategy? Why do you need a strategy in business? Describe the

organisations' functional-level strategy?
2. Briefly explain strategic management, strategic planning and strategic agility.
3. Explain the organisations' competitive advantage. Is that competitive advantage
sustainable in the longer term? Explain.
4. Scan the organisations' environment: provide internal and external analysis.
5. Identify and explain the generic strategy that applies to this organisation.
6. Apply Michael Porter's five forces to the organisation.

**wherever applicable, apply your answers to this case study

7
Assessment 1- Marking schedule:

The ascendance of AirAsia: building a successful budget airline in Asia

Possible Your
CRITERIA
Mark Mark
Format, layout and Report writing style,
1. Correct and consistent decimal numbering system used
2. Spelling, punctuation and grammar accurate
3. Paragraphs and complete sentences used 6
4. Wording used is right for the business context
5. Formal objective language used throughout
6. No personal pronouns or abbreviations included

7.
Referencing
1. Correct APA 6th edition format used in reference list
2. Reference list minimum 8 references (peer-reviewed academic 6
journals and textbooks)
3. Citations used in body and in correct format
Organisation of information
1. Logical connections made between findings,
conclusions/recommendations 3
2. No new material given in conclusions/recommendations
3. No irrelevant material used
Content
1. What is strategy? (2) Why do you need a strategy in
business? (3) Describe the organisations' functional-level
strategy? (5)
2. Research and briefly explain strategic management, strategic
planning and strategic agility. (10)
3. Explain the organisations' competitive advantage. (5) Is that
competitive advantage sustainable in the longer term? Explain. 85
(10)
4. Scan the organisations' environment: provide internal and
external analysis. (20)
5. Identify and explain the generic strategy that applies to this
organisation. (10)
6. Apply Michael Porter's five forces to the organisation. (20)

TOTAL MARKS 100

8
Assessment 2: Case study Weighting 40 %

Wesfarmers in 2010

Huang, Xueli. (2011). Wesfarmers in 2010. In G. Hubbard & P. Beamish, Strategic

Management ;Thinking, Analysis, Action (4th ed., p.444-455). New South
Wales:Pearson Australia

Type Due date LO Word count Group/Individual

Case study 8/12/17 2&3 5,000 ( 10%) Group (4) or Individual

Learning outcome
Critically evaluate strategic planning and examine its value to organisations.
Critically evaluate a model of strategic management which contains three main parts;
strategic analysis, choice and implementation.
Read the case study and write a report. Your report should include/address the following
issues and topics.

1. Explain, in-depth, the purpose of strategic planning.

2. What value will strategic planning bring to this organisation?
3. What would happen if the organisation did not have any strategic plan?
4. Evaluate one model that addresses the following three parts: strategic
analysis, choice and implementation (e.g. decision making models, gap
analysis).
5. Define and explain the meaning of business-level strategies. Identify and describe at
least two (2) business level strategies in this organisation.

6. Define and explain the meaning of the industry environment. Why is the industry
environment important to this organisation? How can the industry environment affect
the organisation (e.g. competition, policy creation, resource planning)?
7. Discuss vertical or horizontal integration in relation to this organisation (e.g.
forward and backward vertical integration). Does this organisation practice
vertical or horizontal integration?
8. What is diversification and why do organisations diversify? Recommend two (2)
possible ways that this organisation can diversify, if they choose to.
9. Briefly describe strategic alliances and their advantages and disadvantages.
10. Provide a brief synopsis of the following: multinational, international, global and
transnational strategies.
**wherever applicable, apply your answers to this case study
Assessment 2- Marking schedule:
9
 Wesfarmers in 2010
Possible Your
CRITERIA
Mark Mark
Format, layout and Report writing style,
1. Correct and consistent decimal numbering system used
2. Spelling, punctuation and grammar accurate
3. Paragraphs and complete sentences used
6
4. Wording used is right for the business context
5. Formal objective language used throughout
6. No personal pronouns or abbreviations included
Referencing
th
1. Correct APA 6 edition format used in reference list
2. Reference list minimum 15 references (peer-reviewed academic
journals and textbooks) 6
3. Citations used in body and in correct format
Organisation of information
1. Logical connections made between findings,
conclusions/recommendations
3
2. No new material given in conclusions/recommendations
3. No irrelevant material used
Content
1. Explain, in-depth, the purpose of strategic planning. (5)
2. What value will strategic planning bring to this organisation? (5)
3. What would happen if the organisation did not have any strategic plan?
(5)
4. Evaluate one model that addresses the following three parts: strategic
analysis, choice and implementation (e.g. decision making models, gap
analysis). (10)
5. Define and explain the meaning of business-level strategies. Identify and
describe at least two (2) business level strategies in this organisation. (10)
6. Define and explain the meaning of the industry environment. Why is the
industry environment important to this organisation? How can the industry
environment affect the organisation (e.g. competition, policy creation, resource 4.
planning)? (10) 85
7. Discuss vertical or horizontal integration in relation to this organisation (e.g.
forward and backward vertical integration). Does this organisation practice
vertical or horizontal integration? (10)
8. What is diversification and why do organisations diversify? Recommend
two (2) possible ways that this organisation can diversify, if they choose to.
(10)
9. Briefly describe strategic alliances and their advantages and
disadvantages. (10)
10. Provide a brief synopsis of the following: multinational, international, global
and transnational strategies. (10)

TOTAL MARKS 100

10
Assessment 3: Case study Weighting 40 %

The Ciputra group: shaping the city in Asia

Dieleman, Marleen. (2011). The Ciputra group: shaping the city in Asia. In G. Hubbard & P.
Beamish, Strategic Management; Thinking, Analysis, Action (4th ed., p.478-491).
New South Wales: Pearson Australia

Type Due date LO Word count Group/Individual

Case study 15/12/17 4&5 5,000 ( 10%) Group (4) or Individual

Learning outcome

Analyse the role of the strategic leader and the effect culture and ethics have in
moving an organisation forward.
Research and evaluate a strategic management issue within a global context.

Read the case study and write a report. Your report should include/address the following
issues and topics.

1. Define and discuss the impact and implication of leadership, culture and ethics on
organisational strategy.
2. In a global context, research and discuss an important strategic management issue
affecting this organisation (e.g. workforce diversity, lack of resources).
3. Design a practical business goal for this organisation using SMART. Suggest an
organisational structure and corresponding control measures that will ensure the
goal is achieved.
4. Using motivational theories, devise a plan that this organisation can use to help achieve
their business goals (e.g. intrinsic and extrinsic rewards, schedule of reinforcements,
Hierarchy of needs).
5. Demonstrate how you would measure and evaluate the strategic performance of this
organisation.
6. Change is inevitable. Provide an example of an organisational change and explain
how you would manage that process for this organisation?
**wherever applicable, apply your answers to this case study

11
Assessment 3- Marking schedule:
The Ciputra group: shaping the city in Asia
Possible Your
CRITERIA
Mark Mark
Format, layout and Report writing style,
1. Correct and consistent decimal numbering system used
2. Spelling, punctuation and grammar accurate
3. Paragraphs and complete sentences used 6
4. Wording used is right for the business context
5. Formal objective language used throughout
6. No personal pronouns or abbreviations included
Referencing
1. th
Correct APA 6 edition format used in reference list
2. Reference list minimum 15 references (peer-reviewed academic 6
journals and textbooks)
3. Citations used in body and in correct format
Organisation of information
1. Logical connections made between findings,
conclusions/recommendations 3
2. No new material given in conclusions/recommendations
3. No irrelevant material used
Content
1. Define and discuss the impact and implication of leadership, culture
and ethics on organisational strategy. (15)
2. In a global context, research and discuss an important strategic
management issue affecting this organisation (e.g. workforce
diversity, lack of resources). (15)
3. Design a practical business goal for this organisation using SMART.
Suggest an organisational structure and corresponding control
measures that will ensure the goal is achieved. (15) 85
4. Using motivational theories, devise a plan that this organisation can
use to help achieve their business goals (e.g. intrinsic and extrinsic
rewards, schedule of reinforcements, Hierarchy of needs). (15)
5. Demonstrate how you would measure and evaluate the strategic
performance of this organisation. (15)
6. Change is inevitable. Provide an example of an organisational
change and explain how you would manage that process for this
organisation? (10)

TOTAL MARKS 100

12