Strategic Management and Decision Making
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Welcome to Managing Strategically
This paper is all about strategic thinking. We will blend theory and practical examples to develop skills in strategic analysis and decision-making. We will use business cases and theory and learn how to evaluate and improve the competitive position of organisations. Students will be given the opportunity to better understand professional practice, and further develop their critical thinking and analytical skills. This format blends academic theory with practical organisational examples, requiring significant individual participation within class and during group work.
The paper is concerned with developing long-term strategic thinking, rather than a short-term operational view. To do this, we consider the unique resources and capabilities of a firm, core competencies, and the wider market. Our focus is on for-profit businesses as well as non-profit entities and individuals. The main objective here is to better understand how organisations can achieve distinctive and long-term competitive advantage. This paper provides tools applicable to future endeavours. It will position you to participate at a higher level of analysis and decision-making in entities of all kinds and sizes.
More specifically, we will cover:
- The organisation’s position in the external environment – including the macro-environment and industry or sector environment.
- Porter’s Competitive Five Forces Framework to analyse industries or sectors: rivalry, the threat of entrants, substitute threats, customer’s power and supplier power.
- Analysis of strategic and competitor positions in terms of strategic groups, market segments and the strategy canvas.
- The dynamic nature of organisational strategy.
- The sources of competitive advantage.
- The development of core competencies that provide the foundation for long-term competitiveness and success.
- Organisational resources and capabilities and how these relate to the strategies of organisations.
- Resources and capabilities analysis, by means of VRIO analysis, value chain analysis, activity systems mapping, benchmarking and SWOT analysis.
- Business model components: value creation, configuration and capture.
Strategic Management and Decision Making is delivered as a flipped learning experience. You will complete a series of interactive online modules. Then you will apply strategic tools to business cases, and discuss your decisions with classmates and the facilitator in person or over zoom (or an equivalent platform). Workshops orient around discussing the application of strategic concepts to a business case. The paper finishes with a one-on-one case interview which involves applying the concepts learned throughout the course.
Students who successfully complete the paper should be able to:
Evaluate an entity’s strategic position on the basis of its internal and external characteristics
Linked to the following assessments:• Module completion (6) (1)• Class engagement (2)• Applied case study presentation (group) (3)• Case interview (4)
Through written and verbal means, demonstrate the ability to communicate strategic analyses
Linked to the following assessments:• Class engagement (2)• Applied case study presentation (group) (3)• Case interview (4)
Demonstrate an applied knowledge of strategy formulation principles
Linked to the following assessments:• Module completion (6) (1)• Applied case study presentation (group) (3)• Case interview (4)
All assessment must be completed.
PLEASE NOTE: The University of Waikato has zero-tolerance for plagiarism.
Click here for help with APA Referencing.
All assessment must be submitted as a word document unless otherwise stated.
For special consideration and appealing marks, students should refer to the paper outline and the University Assessment Regulations 2016 included in the paper outline.
Booking of rooms for group meetings
MSB.1.38, 1.39, 1.40 - email: firstname.lastname@example.org
Library Group Study Rooms - https://www.waikato.ac.nz/library/services/spaces/group-rooms
For all other room bookings, contact email@example.com
The internal assessment/exam ratio (as stated in the University Calendar) is 100:0. There is no final exam. The final exam makes up 0% of the overall mark.
The internal assessment/exam ratio (as stated in the University Calendar) is 100:0 or 0:0, whichever is more favourable for the student. The final exam makes up either 0% or 0% of the overall mark.
Error: Assessment components must add up to 100%
At least one Assessment Component needs to be entered
|Component Description||Due Date||Time||Percentage of overall mark||Submission Method||Compulsory|
|1. Module completion (6)||
6 Sep 2021
|2. Class engagement||
7 Sep 2021
|3. Applied case study presentation (group)||
14 Sep 2021
|4. Case interview||
24 Sep 2021
Required and Recommended Readings*
Linkages to Other Papers*
Restricted papers: EXPM507