MGT703 Ud

COLLEGE OF BUSINESS, HOSPITALITY AND TOURISM STUDIES
SCHOOL OF MANAGEMENT & INFORMATION SYSTEM
DEPARTMENT OF MANAGEMENT, IR & OHS
MGT703 16 Credit Points Strategic Management Trimester 1 2012
UNIT COORDINATOR: TBA

CONTRIBUTING LECTURERS: TBA
TUTORS: N/A
LECTURES: TBA (on FNU Homepage)

LABS: TBA (in class in week 1)
CONSULTATION TIME: Walk-in: TBA (in class in week1)

Or through appointment with the Dept secretary
PREREQUISITE: Any Level 6 MGT unit OR equivalent
E-INFORMATION: All pertinent information relating to the unit shall be posted on

Moodle and Class share. Students are required to check their
emails regularly for communication from the lecturer. Check the
announcements on the Moodle or/and class share.
TOTAL LEARNING HOURS:
Contact Hours 72
Lectures 48
Tutorials (using labs) 24
Self Directed Learning (during term) hours 96
Self Directed Learning (Mid-Term Break) hours 24
Self Directed Learning (Study & Exam Weeks) hours 48
Total Learning Hours 240
1
1.0 Welcome
I welcome you to this Unit and hope that you will find it enriching and interesting. The overall
objective of this course is to impart basic knowledge and skills in formulating, implementing and
evaluating strategic management process in an organization in the context of emerging
environments for achieving sustained competitive advantage for the organization.
2.0 Unit Description
This course is about running the total business enterprise. It seeks to understand the challenges
and the environment in which the business operates, the direction the management intends to
head, the strategic plans for getting the enterprise moving in the intended direction and the
tasks of implementing the chosen strategy successfully. This course aims to equip students with
the core concepts, frameworks and the techniques of strategic management, which will allow
you to understand what managers must do to make an organization be it a for profit or a
non- profit one to achieve superior performance.
3. 0 Learning Outcomes
On successful completion of this unit, students will be able to:
1. Evaluate the evolvement of strategy and the importance of strategic management in

developing and sustaining advantage.
2. Analyze the external and internal environments of an organization
3. Compare the purpose and types of business level strategies success.
4. Evaluate the concept of competitive rivalry and competitive behavior.
5. Compare and contrast the levels of diversification among different corporate levels.
6. Explain traditional and emerging motives for firms to pursue international diversification
7. Evaluate traditional ad emerging motives for firms to pursue international diversification
8. Apply strategic leadership and its importance to top level managers.
9. Analyze the contribution and the role of government in strategic management.
10. Apply the successful use of strategic management in both the public and private sector, and
in former developing countries.
4.0 Unit Content and Reading References
Topic 1: INTRODUCTION TO STRATEGIC MANAGEMENT
Lecture Hrs: 4 Tutorial/Workshop Hrs: 2 SDL Hrs: 17
LEARINING OUTCOME:
The student should be able to evaluate the evolvement of strategy and the importance of
strategic management in developing and sustaining advantage.
2
PERFORMANCE CRITERIA:
1.1 Analyze strategic competitiveness, strategy, competitive advantage, above average returns
and
strategic management process.
1.2 Evaluate the 21st century competitive landscape and explain how globalisation and
technological changes shape it.
1.3 Apply the industrial organization model to explain how firms can earn above-average
returns.
1.4 Apply the resource base model to explain how firms can earn above average returns.
1.5 Analyze vision and mission and discuss their value.
1.6 Evaluate stakeholders and describe their ability to influence organizations.
1.7 Analyze the work of strategic leaders.
1.8 Evaluate the strategic management process.
Reading Resource Materials

1. Lecture Notes
2. Hanson Hanson D., Peter Dowling, Michael A. Hitt, Ireland R. Duane, Robert E.
Hoskisson, Strategic Management: Competitiveness and Globalization, Pacific Rim
Second Edition, Nelson Thomson Learning, Sydney, 2005.
3. Magazines & Journals
4. -Journal of General Management (USP)
5. -Pacific Islands Business Magazine (FNU)
6. -The Fiji Times and Daily Post ; The Australian
7. -Management Decision (USP)
8. -Harvard Business Review (USP)
9. -The Economist (FNU)
10. - Asia Pacific Journal of Human Resources (USP)
11. - Australian Accountant (FNU)
SDL Activities
Study lecture notes 30 slides x 3 1.5 hrs Reading book chapter 2 hrs
mins 20 pages x 6 mins
Tutorial preparation 2 hrs Prep Mid Term & Final Exam 50 hrs/10 5 hrs
Study journal articles 15 pp x 12 3 hrs Reading newspapers, 1 hr
mins business magazines, watching
TV news
Research 10hrs/10 1 hr Group discussions 0.5 hr
Assignment/Project
Searching internet 1 hr
Total Self Directed Learning = 17 Hours
Topic 2: EXTERNAL AND INTERNAL ENVIRONMENT
3
LEARINING OUTCOME:
The student should be able to analyze the external and internal environments of an organisation
2.1 Compare and contrast the importance of analysing the firms internal and external
environment.
2.2 Evaluate the general environment and the industry environment.
2.3 Analyze the four activities of the external environment.
2.4 Evaluate the six segments of the general environment.
2.5 Compare and contrast the five competitive forces and explain how they determine an
industrys
profit potential.
2.6 Analyze the differences between tangible and intangible resources
2.7 Evaluate outsourcing and discuss the reasons for its use.

1. Lecture Notes
2. Hanson Hanson D., Peter Dowling, Michael A. Hitt, Ireland R. Duane, Robert E. Hoskisson,
Strategic Management: Competitiveness and Globalization, Pacific Rim Second Edition,
Nelson Thomson Learning, Sydney, 2005.
10. Asia Pacific Journal of Human Resources (USP)
11. Australian Accountant (FNU)
SDL Activities
TV news
Assignment/Project
Topic 3: BUSINESS-LEVEL STRATEGIES
4
LEARINING OUTCOME:
The student should be able to analyze the purpose and types of business level strategies success.
3.1 Apply business level strategy to the real business environment.

3.2 Compare and contrast the relationship between customers and business level strategies in
terms
of who, what and how.
3.3 Evaluate the differences among business-level strategies.
3.4 Criticize the risks of using each of the business level strategies.

1. Lecture Notes
SDL Activities
TV news
Assignment/Project
Topic 4: COMPETITIVE RIVALRY AND COMPETITIVE DYNAMICS
5
LEARINING OUTCOME:
The student should be able to evaluate the concept of competitive rivalry and competitive
behavior.
4.1 Compare and contrast competitors, competitive rivalry, competitive behaviour and
competitive dynamics.
4.2 Apply the awareness, motivation, and ability as drivers of competitive behavior.
4.3 Analyze the factors affecting the likelihood a competitor will take competitive actions
and
respond to actions taken against it.
4.4 Evaluate the concept of competitive dynamics.

1. Lecture Notes
SDL Activities
TV news
Assignment/Project
Topic 5: CORPORATE LEVEL STRATEGY
LEARINING OUTCOME:
6
The student should be able to compare and contrast the levels of diversification among different
corporate levels.
5.1 Analyze corporate level strategy and its purpose.

5.2 Compare and contrast the different levels of diversification with different corporate level
strategies.
5.3 Analyze the primary reasons firms diversify.
5.4 Analyze how firms create value.
5.5 Evaluate the incentives and resources that encourage diversification.

1. Lecture Notes
SDL Activities
TV news
Assignment/Project
Topic 6: NTERNATIONAL STRATEGY
LEARINING OUTCOME:
7
The student shall be able to evaluate traditional ad emerging motives for firms to pursue
international diversification
6.1 Analyze the four factors that lead to a basis for international business-level strategies.
6.2 Compare and contrast the three international corporate-level strategies.
6.3 Evaluate the environmental trends affecting international strategy.
6.4 Analyze the effects of international diversification on firm returns and innovation.
6.5 Evaluate the major risks of international diversification.

1. Lecture Notes
SDL Activities
TV news
Assignment/Project
Topic 7: CORPORATE GOVERNANCE
LEARINING OUTCOME:
8
The student should be able to evaluate corporate governance and analyze its use to monitor and
control managers strategic decisions.
7.1 Evaluate the importance of corporate governance.

7.2 Analyze why ownership has been largely separated from managerial control in the modern
corporation.
7.3 Critically analyze how internal governance mechanisms are used to monitor and control
managerial decisions.
7.4 Evaluate how the external corporate governance mechanism acts as a restraint on top-
level managers strategic decisions.
7.5 Evaluate how corporate governance fosters ethical strategic decisions.

1. Lecture Notes
SDL Activities
TV news
Assignment/Project
Topic 8: STRATEGIC LEADERSHIP
LEARINING OUTCOME:
9
The student should be able to evaluate strategic leadership and its importance to top level
managers.
8.1 Analyze top management teams and evaluate their effects on firms performance.
8.2 Evaluate the value of strategic leadership in determining the firms strategic direction.
8.3 Evaluate the importance of strategic leaders in managing the firms resources.
8.4 Analyze what strategic leaders can do to establish and emphasize ethical principles.
8.5 Evaluate the importance and use of organisational controls.

1. Lecture Notes
SDL Activities
TV news
Assignment/Project
Topic 9.0: ROLE OF GOVERNMENT IN STRATEGIC MANAGEMENT
LEARINING OUTCOME:
10
The student should be able to analyze the contribution and the role of government in strategic
management.
9.1 Analyze the importance of government- business relations.

9.2 Analyze the areas where this relationship can improve.
9.3 Evaluate how the role of government is critical as the fifth determinant in Porters Model.
9.4 Analyze the importance and effectiveness of industrial policy.
9.5 Evaluate the national Competitive Advantage and how nations are able to develop this
distinctive competitive advantages.

1. Lecture Notes
SDL Activities
TV news
Assignment/Project
Topic 10: LESSONS FROM JAPAN AND EAST ASIA
LEARINING OUTCOME:
11
The student should be able to apply the successful use of strategic management in both the
public and private sector, and in former developing countries.
10.1 Evaluate the Japanese politics, culture and history

10.2 Evaluate the background of Japanese success.
10.3 Analyze the impact of Japanese success on business environment.
10.4 Compare and contrast the negotiating techniques.
10.5 Evaluate the role of the bureaucracy.
10.6 Analyze the development of educated elite.
10.7 Analyze how the instrument of administrative guidance has being applied.
10.8 Evaluate Japanese response in developing a strategic framework for the operation of
labour-management relations.

1. Lecture Notes
SDL Activities
TV news
Assignment/Project
5.0 Resources
The recommended texts are:
Hanson D., Peter Dowling, Michael A. Hitt, Ireland R. Duane, Robert E. Hoskisson, Strategic
Management: Competitiveness and Globalization, Pacific Rim Second Edition, Nelson Thomson
Learning, Sydney, 2005.
12
Students must also read the listed readings after every topic.
Supplementary
1. Arthur A. Thompson, A.J. Strickland and John E. Gamble, Crafting and Executing Strategy:
The Quest for Competitive Advantage, 14th Edition, McGraw-Hill Irwin, New York, 2000
2. Dess, G. Gregory and Lumpkin, G.T. Strategic Management: CreatingCompetitive
Advantages, 2nd Edition, McGraw-Hill Irwin, New York, 2005.
3. Fitzroy, Peter and James Hulbert, Strategic Management: Creating Value in Turbulent
Times, John Wiley & Sons, Inc. 2005
4. John A. Pearce and Richard B. Robinson, Strategic Management: Formulation,
Implementation and Control, Ninth Edition, McGraw-Hill Irwin, New York, 2005.
5. Parthasarathy, Fundamentals of Strategic management, Haughton Mifflin,
Boston,2007.
6. Peter Fitzroy and James Hulbert, Strategic management Creating value in turbulent
Times, John Wiley & Sons,2005.
7. Thompson and Strickland, Strategic Management Concepts and cases, McGraw Hill,
Twelfth edition, 2005
8. Charles L Hill and Gareth R Jones, Cases in Strategic Management, Haughton Mifflin,
Boston, 2001.
9. Hill, Charles WL and Gareth R Jones. Strategic Management: An Integrated Approach.
Houghton Mifflin Company, Boston, USA, 1996.
6.0 Assessment
6.1 Grades
(a) The overall mark for the unit depends on performance during the trimester (50%) and
performance in the final examination (50%).
In Class Assessment
1. Case presentation and Tutorial participation 10%

2. Mid - Semester Test 20%
3. Individual/Group Research Project 20%
Continuous Assessment 50%
4. Final Examination 50%
(b) In order to pass the unit, that is, to obtain a grade of C or better, it is necessary to score
at least 40% (ie 20/50) in the final examination. It is highly recommended that students
attend all tutorials/labs/workshops.
6.2 Letter Grade Scale

The following grading scales would be used:
6.1 Grade Marks GPA
A+ 90-100 4.33-5.00 High Distinction
A 85-89 4.00-4.27 Distinction
13
A- 80-84 3.73-3.93 Distinction
B+ 75-79 3.33-3.60 High Credit
B 70-74 3.00-3.27 Credit
B- 65-69 2.67-2.93 Credit
C+ 60-64 2.33-2.60 Pass
C 55-59 2.00-2.27 Pass
C- 50-54 1.67-1.93 Pass
D+ 45-49 1.33-1.60 Fail
D 40-44 1.00-1.27 Fail
D- 35-39 0.67-0.93 Fail
E Below 35 0-0.60 Fail
DNQ Did Not Qualify; student received over 50% of total 0 Fail
marks but did not meet other specified conditions
for a pass
W Withdrawn from Unit 0
CT Credit Transfer 0 Cross credit (CT)
NV Null & Void for Dishonest practice 0
I Result withheld/Incomplete assessment 0
X Continuing course 0
DNC Did Not Complete 0
CP Compassionate Pass 0
Aeg Aegrotat Pass 0
PT Pass Terminating 0
P Pass 0
NP Not Passed 0
7.0Programme Regulations and Dissatisfaction with Assessment
The academic conducts of the students are governed by the University Academic and Students
Regulation (UASR). All students must obtain a copy of the UASR from the FNU academic office
and familiarize themselves with all academic matters.
Should a student be dissatisfied with either the internal or external assessment, they can take
the following steps to get redress of their grievance.
Internal Assessment: The student can refer the work back to the unit coordinator for checking
and reassessment. Following this reassessment, if the student is still dissatisfied, the student
may refer the work to the HOD. The HOD will then appoint another lecturer to examine the work
and result will then stand.
Final Exam: The student can apply for re-check of the grade as per the procedures laid down in
the UASR.
8.0 Plagiarism and Dishonest Practice Regulation

Plagiarism and dishonest practices are serious offences for which offenders shall be penalized.
Students must read the relevant section of UASR to understand the various types of cases
defined as dishonest practices in academic work and to also know the penalties associated with
these kinds of practices.
14
9. Final Examination Scripts
9.1. A student may obtain a copy of his/her assessed final exam script(s), and all other
written materials submitted for assessment in a unit, upon application on the
prescribed form and upon the payment of the prescribed administration fee(s).
9.2. A student may view online marking guide for in the final exam paper.
9.3. No access to exam scripts shall be permitted after 12 months of the release of results
for any unit.
10. Reconsideration of Assessment and Unit Grades, and Appeals
10.1. A student may apply for reconsideration of the final (end-point) assessment.
10.2. Applications for reconsideration shall be made only after a student has viewed his/her
exam script and the marking guide under the provisions of s14 above, and remains
unsatisfied with the results obtained. The application for reconsideration shall specify
the question(s) which he/she is seeking a reconsideration of, and the basis for this.
10.3. Applications for reconsideration shall be made within five days of the result being
released if the student wishes to pursue a course to which the course(s) under
reconsideration is a prerequisite, or 21 days of the date of release of the results
otherwise. Applications need to be made by lodging a duly completed
Reconsideration of Assessment form, together with the necessary fees for the
reconsideration, to the Academic Office, which shall submit the application to the
respective Dean.
10.4. The Dean or the Head of the Academic Section authorized by the Dean to deal with
applications for reconsideration of grades shall cause the reconsideration to be done
expeditiously and independently.
10.5. Reconsideration of unit grades shall comprise
10.5.1.a careful check that the referred to examination question and part-question was
read by the examiner and given an appropriate mark;
10.5.2.a careful remarking of the question(s) being asked for reconsideration;
10.5.3.a careful check that the total examination mark has been accurately transposed
within the proportions (% coursework vs. % final examination) previously
established by the examiner;
10.5.4.a careful computation of all the marks awarded for the coursework; and
10.5.5.a careful check that the coursework mark has been accurately transposed within
the proportions previously established by the examiner.
10.6. The application shall be considered and a decision communicated to the Academic
Office within five working days of the receipt of the application for reconsideration
from the Academic Office if the course under reconsideration is a prerequisite to a
course that the student is required to undertake in the term immediately following to
complete his/her Programme, or within ten working days otherwise.
10.7. The outcome of the reconsideration shall be communicated to the student by the
Academic Office within two days of the receipt of the report from the Dean.
10.8. If the student is dissatisfied with the outcome of the application, the student may
apply to the College Academic Appeals Committee for reconsideration of the
grade/result. Appeals shall be made within five working days of the date of the
notification of the outcome of the application for reconsideration. Applications shall
15
be made by lodging a duly completed form prescribed for this purpose to the
Academic Office, which then shall be sent by the Academic Office to the College
Appeals Committee within one working day of its receipt. The Appeals Committee
shall cause a careful reconsideration of the documents as listed in s15.5 above, as
well as cause to be carried out a careful examination of all or a sample of other
scripts (with such sample determined by a specified process by the Academic Office)
for the unit to ensure consistency of marking and assessment.
10.9. The College Academic Appeals Committee shall advise the Academic Office of the
outcome of the appeal within five working days from the date of the receipt of the
application from the Academic Office if the course is a prerequisite to a course that
the student would need to do in the term immediately following to complete a
programme or within 15 working days otherwise. The Academic Office shall advise
the student within 24 hours by email or phone.
10.10. A grade may be unchanged, raised or lowered following reconsideration under this
section.
10.11. A student who is dissatisfied with the award of the College Academic Appeals
Committee may appeal further to the Students Appeals Committee for
reconsideration of the decision of the College Academic Appeals Committee. This
appeal must be lodged within two working days from the date of the notification if
the course under reconsideration is a prerequisite to a course that the student is
required to undertake in the term immediately following to complete his/her
Programme or within ten working days otherwise.
10.12. Appeals against the decision of the College Academic Appeals Committee shall be
made by lodging the prescribed application form [Appeal: Reconsideration of
Assessment] to the Academic Office.
10.13. The Students Appeals Committee shall advice the Academic Office of the outcome of
the appeal within five working days of the date of the lodgement of the appeal if the
appeal concerns a prerequisite to another unit that the student needs to do in the
term immediately following to complete the programme, or 20 working days
otherwise.
10.14. A student may be given provisional admission into a unit if the unit whose grade is
under reconsideration or is under appeal is a prerequisite. The admission would be
confirmed if the students application succeeds. If the application fails, the student
shall be deregistered from the unit, with no loss of fee paid for the unit.
10.15. Any and all fee paid for reconsideration of a unit grade , including the fees to get a
copy of the script and to view the marking guide, shall be refunded to the candidate,
if, as a result of the reconsideration or appeals, the grade for the unit is raised.
10.16. The decision of the Students Appeals Committee shall be final.
16

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COLLEGE OF BUSINESS, HOSPITALITY AND TOURISM STUDIES

SCHOOL OF MANAGEMENT & INFORMATION SYSTEM

DEPARTMENT OF MANAGEMENT, IR & OHS

MGT703 16 Credit Points Strategic Management Trimester 1 2012

UNIT COORDINATOR: TBA

LECTURES: TBA (on FNU Homepage)

CONSULTATION TIME: Walk-in: TBA (in class in week1)

PREREQUISITE: Any Level 6 MGT unit OR equivalent

E-INFORMATION: All pertinent information relating to the unit shall be posted on

TOTAL LEARNING HOURS:

2.0 Unit Description

On successful completion of this unit, students will be able to:

1. Evaluate the evolvement of strategy and the importance of strategic management in

4.0 Unit Content and Reading References

Topic 1: INTRODUCTION TO STRATEGIC MANAGEMENT

Lecture Hrs: 4 Tutorial/Workshop Hrs: 2 SDL Hrs: 17

Reading Resource Materials

Topic 2: EXTERNAL AND INTERNAL ENVIRONMENT

Reading Resource Materials

3.1 Apply business level strategy to the real business environment.

Reading Resource Materials

Topic 4: COMPETITIVE RIVALRY AND COMPETITIVE DYNAMICS

Lecture Hrs: 4 Tutorial/Workshop Hrs: 2 SDL Hrs: 17

Reading Resource Materials

Topic 5: CORPORATE LEVEL STRATEGY

Lecture Hrs: 4 Tutorial/Workshop Hrs: 2 SDL Hrs: 17

5.1 Analyze corporate level strategy and its purpose.

Reading Resource Materials

Topic 6: NTERNATIONAL STRATEGY

Lecture Hrs: 4 Tutorial/Workshop Hrs: 2 SDL Hrs: 17

Reading Resource Materials

Topic 7: CORPORATE GOVERNANCE

Lecture Hrs: 4 Tutorial/Workshop Hrs: 2 SDL Hrs: 17

7.1 Evaluate the importance of corporate governance.

Reading Resource Materials

Lecture Hrs: 4 Tutorial/Workshop Hrs: 2 SDL Hrs: 17

Reading Resource Materials

Topic 9.0: ROLE OF GOVERNMENT IN STRATEGIC MANAGEMENT

Lecture Hrs: 4 Tutorial/Workshop Hrs: 2 SDL Hrs: 17

9.1 Analyze the importance of government- business relations.

Reading Resource Materials

Topic 10: LESSONS FROM JAPAN AND EAST ASIA

Lecture Hrs: 4 Tutorial/Workshop Hrs: 2 SDL Hrs: 17

10.1 Evaluate the Japanese politics, culture and history

Reading Resource Materials

The recommended texts are:

1. Case presentation and Tutorial participation 10%

6.2 Letter Grade Scale

7.0Programme Regulations and Dissatisfaction with Assessment

8.0 Plagiarism and Dishonest Practice Regulation

10. Reconsideration of Assessment and Unit Grades, and Appeals

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