305914 (v.2) Managing Strategically (M2) 680

Area:

Graduate School of Business

Credits:

100.0

Contact Hours:

150.0

Lecture:

1 x 11 Hours Weekly

Prerequisite(s):

305913 (v.2) Leadership and Decision Making (M1) 680 or any previous version

Syllabus:

Strategic leadership - chaos and complexity, vision, direction setting, influencing, empowering. Strategic business development - business intelligence, negotiating strategic change, strategic alliances, creating customer value, leveraging key resources, strategic human resources, diversification, innovation and other strategies, and corporate governance, environmental strategy. Part of an integrated Executive MBA program (including units 305913 and 305920) which together comprises of a variety of Lecture/Workshop sessions, and includes four one-week residential periods and seven three-day weekend study programs over a 15 month period.

Unit Outcomes:

On successful completion of this unit students will have - Appreciated the impact of chaos and complexity on the contemporary organisation and have undertaken business analysis within the context. Garnered and effectively manage appropriate business intelligence for workplace strategic purposes. Understood the value of strategic alliances and have demonstrated effectiveness in building alliances. Understood the nature of strategic change and negotiate a strategic change within the workplace. Understood cultural differences by demonstrating the ability to draw up a strategic plan so as to be acceptable and meaningful to other Asian partners (for example, China). Identified key resources within the workplace and understand how to leverage those to create competitive advantages. Demonstrated within a workplace setting, understanding of the nature of customer value. Appreciated the value of innovation as competitive strategies. Demonstrated an appreciation of a range of environmental issues and strategies. Understood the tools of industry analysis and the limitations of such approaches and utilise them in the orgainsational setting. Understood the driving forces of key business strategies.

Text and references listed above are for your information only and current as of September 30, 2003. Please check with the unit coordinator for up-to-date information.

Unit References:

Hamel, G. and Prahalad, C.K. (1993). Strategy as Stretch and Leverage. Harvard Business Review. (pp 71-2, 75-84). Draft, R.L. and Buenger, V. (1990). Hitching a Ride on a Fast Train to Nowhere, in Fredrickson J.W. Perspectives on Strategic Management, NY, Harper Business. K. C. and Mauborgne, R. (1999) Creating New Market Space, Harvard Business Review, 77, 1, 83-93. Eisenhardt, K. (1999), Strategy as Strategic Decision Making, Sloan Management Review, Spring, 65-72. Grant, R.M. (1991) The Resource-Based Theory of Competitive Advantage - Implications for Strategy Formulation, Californian Management Review, 33, 3, 114-135. Stalk, G. (1988) Time - The Next Source of Competitive Advantage. Harvard Business Review, 66, 4, 41-51. Prahalad, C.K. and Hamel, G. (1990) The Core Competence of the Corporation. Harvard Business Review, 68, 3, 79-91. Markides, C. (1999) A Dynamic View of Strategy, Sloan Management Review, Spring, 55-63. Scott, B.R. (1994) Economic Strategy and Economic Performance, in Marsh I. (Ed.), Australian Business in the Asian Pacific Region, Melbourne, Longman Professional Publishing. Stacey, R. (1993) Strategy as Order Emerging from Chaos, Long Range Planning, 26, 1, 10-17.

Unit Texts:

The module will draw on a wide selection of journal and case materials from the scholarly databases. Harvard Business Review, California Management Review, Sloan Management Review, Strategic Management Review.

Unit Assessment Breakdown:

Students will be assessed on a variety of submissions on readings, groupwork and participation. This is by grade/mark assessment.

Year	Location	Period	Internal	Area External	Central External
2004	Perth City Campus	Trimester 1	Y
2004	Perth City Campus	Trimester 2	Y
2004	Perth City Campus	Trimester 3	Y