STMGT303-22B (TGA)

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)

: uwt@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.
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Paper Description

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This paper aims to develop your ability to think strategically about an organization'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 organizations. 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 organization’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 Te Raupapa Waikato Management School's Case Competition and this trimester will see the 50th Te Raupapa Waikato Management School Case Competition hosted at the Kirikiriroa Hamilton campus on October 19th, 2022. The top four teams in this paper will be selected on Super Friday October 14th to compete for the prize money, the trophy and the place in history. Everything in the paper builds towards the skills utilized in the case competition.

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Paper Structure

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STMGT303 is delivered through: lectures, workshops and tutorials which are all applied and interactive. Students are expected to attend all workshops and tutorials, as there is significant group work and in class assessment.

At this stage, there is only one tutorial timeslot for STMGT303-22B-TGA.

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 4-5 members from your 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.

STMGT303-22B (TGA) is offered in FLEXI mode. FLEXI mode means that learning is available both face-to-face (on-campus) and/or online. For those taking the paper online, please note there are some activities that require students to be online at specified times. See Moodle for more specific details.

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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 organizations.
    Linked to the following assessments:
  • 2. Analyse internal resources and external competitive environmental factors to assess the strategic position of the organization.
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  • 3. Design and assess alternative strategies to improve the future position and performance of the organization.
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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
26 Sep 2022
11:00 AM
35
2. CAD 1 - Internal
1 Aug 2022
10:00 AM
-
  • In Class: In Lecture
  • Online: Submit through Moodle
3. CAD 2 - External
8 Aug 2022
10:00 AM
-
  • In Class: In Lecture
  • Online: Submit through Moodle
4. CAD 3 - Simple Strategy
15 Aug 2022
10:00 AM
-
  • In Class: In Lecture
  • Online: Submit through Moodle
5. CAD 4 - Complex Strategy
12 Sep 2022
10:00 AM
-
  • In Class: In Lecture
  • Online: Submit through Moodle
6. CAD 5 - Dynamic Strategy
26 Sep 2022
11:00 AM
-
  • In Class: In Lecture
  • Online: Submit through Moodle
7. Test
22 Aug 2022
11:00 AM
25
  • In Class: In Lecture
8. Case Crackathon
22 Sep 2022
5:00 PM
10
  • In Class: In Tutorial
9. Case Competition
10 Oct 2022
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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Also cases and additional readings are available through the course website. And:

  • 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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Recommended Readings

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The following text is recommended for this paper:


Thompson, J.L., Scott, J.M. and Martin, F. (2019) Strategic Management: Awareness and Change, 9th edition, Cengage Learning: Andover.

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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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STMGT303 is a 15 point paper and therefore the expectation is 150 hours workload for the trimester 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

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