STMGT303-21B (HAM)

Applied Strategy

15 Points

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Division of Management
School of Management and Marketing

Staff

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Convenor(s)

Lecturer(s)

Administrator(s)

: ashleigh.neame@waikato.ac.nz
: sade.lomas@waikato.ac.nz

Placement/WIL Coordinator(s)

Tutor(s)

: doria.kao@waikato.ac.nz
: liam.coley@waikato.ac.nz

Student Representative(s)

Lab Technician(s)

Librarian(s)

: clive.wilkinson@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.
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Paper Description

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This paper aims to develop your ability to think strategically about an organisation's current and future situation. It builds on your knowledge and understanding of the basic management concepts from your earlier core papers and/or other experience. You review many of the conventional strategic management concepts, as well as a series of the latest models for handling strategic issues and processes. Cases are used throughout the paper to illustrate key concepts and to develop your skills in strategic analysis and strategic thinking.

The vast majority of managers concern themselves with operational aspects of business (what we do), rather than placing emphasis on strategy (why we do what we do...). This is partly due to poor training, partly due to inability but largely because most managers do not understand the importance of long-term visionary strategy, rather than short-term operational activities. Strategic Management is concerned with setting future direction, crafting and implementing strategies to improve the future prospects and performance of organisations. In adopting a total enterprise perspective to ensure all resources are managed effectively and efficiently, this paper requires integration of knowledge from all the functional areas of management. While internal resources, capabilities and competencies provide the basis for an organisation’s strategy, the potential impact of external influences from the remote, industry and competitive environment also needs to be considered.

Applied Strategy is also the home to Waikato Management School's Case Competition and this trimester will see the 49th WMS Case Competition hosted on October 13th, 2021. The top four teams in this paper will be selected on Super Friday October 8th to compete for the prize money, the trophy and the place in history. Everything in the paper builds towards the skills utilised in the case competition.

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Paper Structure

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STMGT303 is delivered through a mix of mediums. There are (relatively brief) online lectures, done via asynchronous video, uploaded on Panopto prior to the start of the week, face-to-face lectures/workshops and tutorials. Both workshops and tutorials are applied and interactive. Students are expected to attend both workshop and tutorial in person as there is significant group work and in class assessment, but all workshops will also be recorded and made available in moodle.

After registration, students should electronically sign-up for one tutorial BEFORE classes start. Tutorials are on a first-come-first-serve basis. Tutorials start the first week of class.

Study teams are used for activities in class and for assigned tasks and informal study outside class time. Teams are self-selected and are comprised of 4 members from the same tutorial.

PowerPoints will be available on the course Moodle page. It is recommended that students bring a copy (electronic or hard copy) of the PowerPoints to each lecture/workshop and tutorial to help make note taking easier.

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Learning Outcomes

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Students who successfully complete the paper should be able to:

  • 1. Identify and evaluate the strategy, competitive position and performance of organisations
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  • 2. Analyse internal resources and external competitive environmental factors to assess the strategic position of the total enterprise
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  • 3. Design and assess alternative strategies to improve the future position and performance of the total enterprise
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  • 4. Effectively communicate strategic analysis, options and action plans in written reports and oral presentations
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  • 5. Explain the ethical implications of strategic decisions and the importance of socially responsibly management practices
    Linked to the following assessments:
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Assessment

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Assessment Components

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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. Case Analysis Development
Average of All
21 Sep 2021
10:00 AM
35
2. CAD 1 - Internal
27 Jul 2021
10:00 AM
-
  • In Class: In Lecture
  • Online: Submit through Moodle
3. CAD 2 - External
3 Aug 2021
10:00 AM
-
  • In Class: In Lecture
  • Online: Submit through Moodle
4. CAD 3 - Simple Strategy
10 Aug 2021
10:00 AM
-
  • In Class: In Lecture
  • Online: Submit through Moodle
5. CAD 4 - Complex Strategy
7 Sep 2021
10:00 AM
-
  • In Class: In Lecture
  • Online: Submit through Moodle
6. CAD 5 - Dynamic Strategy
21 Sep 2021
10:00 AM
-
  • In Class: In Lecture
  • Online: Submit through Moodle
7. Test
17 Aug 2021
11:00 AM
25
  • In Class: In Lecture
8. Case Crackathon
17 Sep 2021
5:00 PM
10
  • Online: Submit through Moodle
9. Case Competition
4 Oct 2021
9:00 AM
30
  • Online: Submit through Moodle
Assessment Total:     100    
Failing to complete a compulsory assessment component of a paper will result in an IC grade
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Required and Recommended Readings

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Required Readings

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You will require for this paper:

  • Grant, R., Butler, B., Orr, S., & Murray, P.A. (2014). Contemporary Strategic Management: An Australasian Perspective, 2nd Edition, Wiley. OR

E availability http://www.wileydirect.com.au/buy/contemporary-strategic-management-australasian-perspective-2nd-edition/ OR

  • Grant, R., Butler, B., Humphry, H., & Orr, S (2011). Contemporary Strategic Management: An Australasian Perspective, 1st Edition. Wiley.
  • Cases and additional readings available through the course website.
  • Perrin, R. (2011). Pocket guide to APA style (4th edition). United States, Cengage Learning Inc. ISBN 9780495912637

OR

Perrin, R. (2014). Pocket guide to APA style (5th edition). United States, Cengage Learning Inc. ISBN 9781285425917

This guide will serve you well in developing your scholarly writing. In addition to details on APA style, there are sections that illustrate the difference between paraphrasing and plagiarism.

Other Resources:

Cases and readings to be supplied

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Online Support

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Online support can be found on Moodle and the course FaceBook page.
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Workload

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303 is a 15 point paper and therefore the expectation is 150 hours workload for the term by each student.
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Linkages to Other Papers

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Prerequisite(s)

Prerequisite papers: STMG191 or STMGT101

Corequisite(s)

Equivalent(s)

Restriction(s)

Restricted papers: STMG391, MNMGT500, MNMGT517

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