EXMBM521-21N (HAM)

Strategic Management and Decision Making

15 Points

Edit Header Content
Division of Management
Strategic Engagement
Professional Programmes

Staff

Edit Staff Content

Convenor(s)

Lecturer(s)

Administrator(s)

: ashleigh.neame@waikato.ac.nz
: claire.ross@waikato.ac.nz

Placement/WIL Coordinator(s)

Tutor(s)

Student Representative(s)

Lab Technician(s)

Librarian(s)

: yilan.chen@waikato.ac.nz

You can contact staff by:

  • Calling +64 7 838 4466 select option 1, then enter the extension.
  • Extensions starting with 4, 5, 9 or 3 can also be direct dialled:
    • For extensions starting with 4: dial +64 7 838 extension.
    • For extensions starting with 5: dial +64 7 858 extension.
    • For extensions starting with 9: dial +64 7 837 extension.
    • For extensions starting with 3: dial +64 7 2620 + the last 3 digits of the extension e.g. 3123 = +64 7 262 0123.
Edit Staff Content

Paper Description

Edit Paper Description Content

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.
Edit Paper Description Content

Paper Structure

Edit Paper Structure Content

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.

Edit Paper Structure Content

Learning Outcomes

Edit Learning Outcomes Content

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:
  • Through written and verbal means, demonstrate the ability to communicate strategic analyses
    Linked to the following assessments:
  • Demonstrate an applied knowledge of strategy formulation principles
    Linked to the following assessments:
Edit Learning Outcomes Content
Edit Learning Outcomes Content

Assessment

Edit Assessments Content

PLEASE NOTE: The University has zero-tolerance for Plagiarism.

For special consideration and appealing marks, students should refer to the paper outline and the University Assessment Regulations 2016 included in the paper outline.

It is expected you have read the Corporate & Executive Education Policies.

Please use the University's Resource Booker to book rooms for group meetings.

Edit Additional Assessment Information Content

Assessment Components

Edit Assessments Content

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.

Component DescriptionDue Date TimePercentage of overall markSubmission MethodCompulsory
1. Module completion (7)
11 Jan 2021
No set time
28
  • Online: Submit through Moodle
2. Class engagement
12 Jan 2021
No set time
10
  • In Class: In Workshop
3. Applied case study presentation (group)
15 Jan 2021
No set time
30
  • In Class: In Workshop
4. Case interview
26 Jan 2021
No set time
32
  • In Class: In Test
Assessment Total:     100    
Failing to complete a compulsory assessment component of a paper will result in an IC grade
Edit Assessments Content

Required and Recommended Readings

Edit Required Readings Content

Recommended Readings

Edit Recommended Readings Content
Fisher, G. G., Wisneski, J. E., & Bakker, R. M. (2020). Strategy in 3D: Essential Tools to Diagnose, Decide, and Deliver (1st ed.). Oxford University Press. https://www.amazon.com/dp/B088NZ4PHM/ref=cm_sw_r_tw_dp_x_LiHXFb3E1B1JE (electronic version)
Edit Recommended Readings Content

Online Support

Edit Online Support Content

Waikato Management School Helpdesk: wms_helpdesk@waikato.ac.nz, 0800 WAIKATO, extn 4599

ITS: https://landesk.waikato.ac.nz0800 WAIKATO, extn 4008

Moodle help files

Edit Online Support Content

Workload

Edit Workload Content
This is a full time paper, this means a workload of 40 hours a week, including classes.
Edit Workload Content

Linkages to Other Papers

Edit Linkages Content

Prerequisite(s)

Corequisite(s)

Equivalent(s)

Restriction(s)

Restricted papers: EXPM507

Edit Linkages Content