EXMBM521-19GA (HAM)

Managing Strategically

15 Points

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Waikato Management School
Te Raupapa
Executive Education

Staff

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Convenor(s)

Amanda Williamson

Amanda Williamson
MSB.4.11
Wednesday 10-noon
amanda.williamson@waikato.ac.nz

Lecturer(s)

Administrator(s)

: ditha.sishta@waikato.ac.nz
: helen.nicol@waikato.ac.nz

Placement Coordinator(s)

Tutor(s)

Student Representative(s)

Lab Technician(s)

Librarian(s)

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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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.
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Paper Structure

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This paper will be facilitated with face-to-face sessions, supported by online resources.
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Learning Outcomes

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Students who successfully complete the course 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:
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Assessment

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All assessment is compulsory.

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

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

All assessment must be submitted as a Word document, unless otherwise stated.

Booking of rooms for group meetings.

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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. Vision formulation report
7 Jul 2019
No set time
17
  • Online: Submit through Moodle
2. Applied strategy presentation
10 Jul 2019
No set time
30
  • In Class: In Lecture
3. Case evaluation development report
17 Jul 2019
No set time
33
  • Online: Submit through Moodle
4. Case evaluation development collaborative worksheet
17 Jul 2019
No set time
20
  • In Class: In Lecture
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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Johnson, G., Whittington, R., Regnér, P., Scholes, K., & Angwin, D. (2019). Exploring Strategy Texts and Cases (11th ed.). Harlow, United Kingdom: Pearson.

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Online Support

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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

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Workload

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This is a full time paper, this means a workload of 40 hours a week, including classes.
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Linkages to Other Papers

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Prerequisite(s)

Corequisite(s)

Equivalent(s)

Restriction(s)

Restricted papers: EXPM507

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