BUMGT5926 Course Description Sem 1 2011

Course Description:
BUMGT5926
Strategy and Management of Change
School/Portfolio: School of Business
Course Code/ID: BUMGT5926
Course Title: Strategy and Management of Change
Teaching Location: CUCST
Program(s): Master of Business Administration
Author: Dr. Abdul Moyeen
Level: Advanced
Semester: Semester 1, 2011
Prerequisite(s): BUMKT 5922 Competitive Analysis
Corequisite(s): Nil
Exclusion(s): Nil
Credit Points/ 15
Progress Units:
ASCED Code: 080301
Semester 1, 2011- CUCST - MALAYSIA Page 1 of 23

CRICOS Provider Number 00103D
Course Description: BUMGT5926 Strategy & Management of Change
Contents
1 COURSE ORGANISATION:..........................................................................................................3
1.1 Student Responsibility.............................................................................................................3
1.2 Attendance and Participation...................................................................................................3
1.3 Handbook/s.............................................................................................................................3
1.4 Staff.........................................................................................................................................3
1.5 Consultation Hours..................................................................................................................3
1.7 Prescribed Text.......................................................................................................................4
1.8 Plagiarism ...............................................................................................................................4
1.9 Copyright.................................................................................................................................5
1.10 UBOnline/Moodle..................................................................................................................5
1.11 Special Consideration ...........................................................................................................6
1.12 Late Submission of Assessment Tasks.................................................................................6
1.13 Presentation of Academic Work............................................................................................6
1.14 Assignment Cover Sheets.....................................................................................................6
1.15 Submission and Return of Student Work...............................................................................6
1.16 Ethics....................................................................................................................................7
1.17 Appeals.................................................................................................................................7
1.18 Academic Progress Committee.............................................................................................7
1.19 Early Intervention for students judged as being at risk of not meeting Academic Progress
requirements.................................................................................................................................7
1.20 Grading.................................................................................................................................7
1.21 Use of Dictionaries................................................................................................................8
3 CONTENT: ..................................................................................................................................9
4 LEARNING TASKS AND ASSESSMENT: .................................................................................10
5 SCHEDULE:................................................................................................................................20
6 ADDITIONAL RESOURCES:.......................................................................................................21

1 COURSE ORGANISATION:
1.1 Student Responsibility
It is your responsibility to be aware of the requirements for this course, and understand the specific
details included in this document.
1.2 Attendance and Participation

It is in your best interest to make every effort to attend all the classes for this course and to
complete all preparatory and assessment tasks. It is our experience that those students who do
not attend class or carry out the associated activities are more likely to do poorly or to fail the
course completely.
1.3 Handbook/s
For full details of programs and school procedures, please refer to the University of Ballarat
handbook (http://www.ballarat.edu.au/ubhandbook-2011) and the School of Business Programs
Handbooks available at http://www.ballarat.edu.au/business/handbooks
Please note that any reference to the Programs Handbook within this document indicates the
abovementioned handbook, not your partner-specific handbook (i.e. for those studying off-campus
with other providers).
1.4 Staff
The most appropriate person for you to contact is the person who teaches you. If necessary they
will contact the Course Coordinator at the University of Ballarat.
Lecturer Name: Dr.Abang Nawawi

Phone:
Fax:
Email: abangnd@gmail.com
Office:
Web:
Course Coordinator Name: Dr. Abdul Moyeen

Phone: +61 (0)3 5327 9360
Fax: +61 (0)3 5327 9405
Email: a.moyeen@ballarat.edu.au
Office: B115 (Mt Helen campus)
Web: www.ballarat.edu.au
1.5 Consultation Hours
Day: Time:
1.6 Classes

Time Sun Mon Tue Wed Thu Fri Sat

6.30pm- 24/03/2011
9.30pm
09/06/2011
1.7 Prescribed Text
The shorter book is:

De Wit, B. and Meyer, R. (2010). Strategy synthesis: Resolving strategy paradoxes to create
competitive advantage (4th ed.). London: South-Western (CENGAGE Learning)
The longer book is:

De Wit, B. and Meyer, R. (2010). Strategy: Processes, content, context (4th ed.). London: South-
Western (CENGAGE Learning).
Highly Recommended Text
Charles W. L. Hill; Gareth R. Jones (2010). Strategic Management: An Integrated Approach, 9th
Edition, Ohio: South-Western (CENGAGE Learning)
Further reading and alternative texts are provided elsewhere in this course description but a
lighthearted and irreverent view of Strategy can be found in:
Mintzberg, H., Ahlstrand, B., and Lampel, J. (2005). Strategy bites back: It is far more, and less,
than you ever imagined. London: FT Prentice Hall.
Important: In addition to the prescribed book, the course requires students to read other relevant
materials for all workshops. The link of the reading materials are placed in the Moodle.
1.8 Plagiarism
Of necessity, most academic work is heavily dependent on the findings or ideas of others (i.e.
authors, scholars). Indeed, one of the main aims of academic assessment tasks is to encourage
you to research widely and develop research skills. In presenting your work for assessment you
must show the assessor that you have read widely, and the only way you can do this is to properly
cite your sources in the body of your essay, assignment or report.
As a matter of intellectual honesty and scholarly integrity you must say where ideas, information,
arguments, diagrams or other theoretical models come from, regardless of whether you are quoting

directly, paraphrasing, or simply mentioning or using data from that source. To do otherwise
amounts to plagiarism, and is a serious academic offence.
Plagiarism goes further than the failure to acknowledge quotations, paraphrases or information
from published sources - it also includes copying or using other students work and downloading
material from the internet and passing it off as your own.
Any cases of plagiarism, cheating or copying, will be dealt with by the Course Co-ordinator in
accordance with the University’s regulations, and may result in a zero mark for the piece of
assessment, failure of the whole course or exclusion from the program.
Make sure you are aware of the University's Regulation 6.1.1 Student Plagiarism, available at
http://www.ballarat.edu.au/legislation/6.1.1-plagiarism
Turnitin - Turnitin is an electronic plagiarism database against which originality of

student work can be tested. It is a web-based program that helps both student and
teacher to detect and remedy any inadvertent and unacknowledged use of another’s
work before the assignment is submitted for final assessment. Turnitin has the
capability to produce a report verifying the percentage of your work which is original.
This report will then accompany any work you submit for assessment.
You will not be required to submit your assignments through Turnitin for this
course in Semester 2 2010. However, you may be required if asked to provide a
digital copy of your assignment for checking through Turnitin.
1.9 Copyright
Copyright is different to Plagiarism. Plagiarism is the use of another person's work, and passing it
off as your own, without acknowledgement of the author. Copyright is the restriction which defines
fair use of another's work.
As a student, you will make use of other people's copyright material during your study. The
Copyright Act has provisions for students and researchers to copy and communicate electronic,
audiovisual and hardcopy material, although limits do apply. It is your responsibility to comply with
the Fair Dealing Provisions of the Copyright Act which, combined with an agreement with the
Copyright Agency Ltd, provides students with legal use of a vast amount of copyright material
related to their research and study. However, there are limitations, such as only copying one
chapter or 10% of a book or one journal article. Further information on these limitations and other
relevant material is available on the University web site at
http://www.ballarat.edu.au/aasp/copyright/.
1.10 UBOnline/Moodle
The University’s Learning Management Systems (LMS) for delivery of learning resources, course
information and guidelines to support face-to-face learning is Moodle/UBOnline. There are a
number of interactive features in the LMS which will improve communication with teaching staff. For
example, “Announcements” may arrive as a pop-up message, and tasks requiring your action will
be indicated by highlighted icons.

UBOnline/Moodle will be used for this course.
Where courses use UBOnline/Moodle, it will be your responsibility to download the relevant lecture
and tutorial notes to support your class participation. You should develop the habit of accessing the
UBOnline/Moodle frequently (at least twice a week).
For students, login to the UBOnline/Moodle is available through

https://ubonline.ballarat.edu.au/login/index.php.
1.11 Special Consideration

If you believe that you are eligible for special consideration, due to illness or other cause, you need
to complete the Application for Special Consideration form available from
http://www.ballarat.edu.au/resources-special-consideration-form, your School or Partner Provider
office. For further information please refer to the Information For Students Applying For Special
Consideration (Including Deferral of an Examination) Guidelines available from
http://policy.ballarat.edu.au/university/special_consideration/chol/php
Extension of Assessment Due Date - In the first instance, discuss requests for an
extension with your lecturer, or you may formally request an extension by completing the
Special Consideration form.
Supplementary Assessment may only be granted as an outcome of an application for

Special Consideration.
1.12 Late Submission of Assessment Tasks

Late submission of work may incur a penalty for each week day of up to 10% of the available
marks. Unless with prior arrangement with the lecturer, papers submitted two weeks (ie 14
calendar days) after the due date will not be marked.
1.13 Presentation of Academic Work

Unless otherwise specified by your lecturer, all work presented for assessment in this course must
comply with the format outlined in the University's General Guide to the Presentation of Academic
Work publication, available from the University bookshop at Mt Helen campus or online at:
http://www.ballarat.edu.au/generalguide.
1.14 Assignment Cover Sheets

Unless your lecturer has specifically advised otherwise, all assignments must be accompanied by a
signed official cover sheet ('Plagiarism Declaration Form'), available from the School of Business
foyer at Mt Helen and at http://www.ballarat.edu.au/business/resources/student-forms/assign-
coversheet.doc and lodged as appropriate for your location.
1.15 Submission and Return of Student Work

At Mt Helen, the assignment box is located at the eastern end of the School of Business, in the
main foyer. This can be accessed between 8 am and 6 pm on weekdays only, and is cleared at 10
am on weekdays. Submission of student work will be advised within the ‘Learning Tasks and
Assessment’ section below. Return of student work will be advised by your lecturer.

1.16 Ethics
If you intend to survey or obtain information from other students, staff or persons outside the
University as part of research for tutorial exercises or assessable tasks, you must check with your
Course Co-ordinator, lecturer or tutor before undertaking your research to determine if approval is
required.
Where the research project could affect the interests of interviewees, ethics approval must be
obtained from the University’s Human Research Ethics Committee. Your lecturer or tutor will assist
you in arranging this. Some tutorial exercises and assessable tasks have been granted a block
approval, provided certain procedures are undertaken. Where relevant, you will be advised of these
procedures by your Course Co-ordinator, lecturer or tutor. Further details are located at
www.ballarat.edu.au/ard/ubresearch/hdrs/ethics/humanethics/index.shtml
1.17 Appeals
You may appeal about administrative issues, final grades or other academic decisions. With regard
to grades or academic decisions, discuss your concerns with your lecturer in the first instance and
then your Academic Co-ordinator to access the required form to lodge your appeal. For full details
about the appeals process please refer to University Regulation 5.3 – Assessment
http://www.ballarat.edu.au/legislation-5.3-Assessment.
1.18 Academic Progress Committee

The Academic Progress Committee is a sub-committee of the Programs Committee, and is
responsible for applying the University's Monitoring Course Progression Procedure
(http://policy.ballarat.edu.au/esos/standard_10/ch02.php) and complying with the Department of
Immigration and Citizenship International Student Reporting Requirements. Students who do not
perform to a satisfactory level within their program or course may be asked for an explanation by
the Committee, which has the power to warn and exclude students who demonstrate unsatisfactory
progress.
1.19 Early Intervention for students judged as being at risk of not meeting Academic
Progress requirements
In compliance with the University’s Intervention Strategy - Monitoring Course Progression
Guidelines (http://policy.ballarat.edu.au/esos/standard_10/ch02.php), the School must identify
students who fail an assessment task during a semester. Students who may be at risk of eventually
failing that course will be offered assistance as early in the semester as possible, to ensure such
“at risk“ students are given every opportunity to pass.
Students who are identified as being “at risk” of not meeting academic progress requirements will
be formally asked to attend an interview to assess the reasons for their unsatisfactory performance
wherein if appropriate they will be offered a program of assistance (such as study skills sessions,
mentoring, English language classes, personal counselling, etc). A record will be kept of any such
assistance program offered and the student’s uptake of the program.
1.20 Grading
The University observes the following grading scheme
HD High Distinction 80 - 100%
D Distinction 70 - 79%
C Credit 60 - 69%
P Pass 50 - 59%
MF Marginal Fail 40 - 49%
F Fail 0 - 39%
XF Non-assessed Fail

AD Assessment Deferred – up to 3 months

TD Assessment Deferred – up to 12 months
1.21 Use of Dictionaries

The University’s Students from a Non-English Speaking Background - Special Provisions for
Invigilated Assessments Guidelines (http://www.ballarat.edu.au/policy/special-provisions-non-
english-speaking) make provisions for students who are from a non-English speaking background
to use an approved unmarked hard copy bilingual dictionary in an examination. Prior permission
has been granted by the Head of School for students at partner providers for this provision,
requests at Mt Helen campus are dealt with on an individual basis.

2 OBJECTIVES:
This course is designed to enable students to understand the role of strategy making to achieve
sustainable competitive advantage in the context of increasing uncertainty in local and global
business environments. It focuses on the strategic challenges and their management in a 21st
century context – in particular the impact of the changing global, technological and knowledge
based economy on how organisations grow and sustain growth.
This course is designed to enable students to:
Knowledge
• Describe the current 21st century environment and analyse its impact on strategic
management
• Outline the relationships between strategy content, context and process and how
strategies can be created and implemented
• Understand the key issues in managing strategic futures, risk and change
• Present a business case for chosen strategies
Skills
• Apply proprietary tools and techniques to develop strategic options that an enterprise can
use to grow and create shareholder value and the assessment of strategic performance in the
context of changing global and local environment.
• Apply high level of strategic thinking and strategic foresight.
• Integrate multiple perspectives
• Analyse sources and routes to superior performance and develop strategic plans
Values
• Appreciate the role of strategic management in the context of increasing uncertainty in
local and global business environments.
• Appreciate the high levels of tolerance for ambiguity and uncertainty
• Value radical and innovative perspectives
• Appreciate the increasing requirement for ethical as well as commercial frameworks in
strategy assessments
• Integrate creative and analytic approaches
3 CONTENT:
• The nature of strategy: strategising and economizing. Internal and external drivers of strategic
decisions. Critical issues in strategy.
• Path dependencies, culture and organisational configurations. Strategy processes and strategic
change.
• Management of uncertainty in strategy and scenario planning
• The challenge of the ‘new economy’, hyper-competition and globalisation – new strategy
paradigms. The role of knowledge management and competences.
• Issues of scope: mergers, alliances, networks and partnerships
• Technology strategy, new ventures, and strategic innovation
• Global strategy and global organisation
• Corporate governance

4 LEARNING TASKS AND ASSESSMENT:

Summary
It is emphasised that this course requires a significant commitment outside of formal class
(workshop) contact. The learning tasks in this course may include classes (lectures and seminars),
required reading, the preparation of answers to case study questions, exercises and problems, and
self-study. In addition, students may be required to complete a group assignment and examination.
Summary of suggested time allocations for this course
Classes 3 hours per week 36 hours

Required reading 3 hours per week 36 hours
Other class preparation Average of 2 hour per week 20 hours
Case study Reading, researching, writing 16 hours
Preparation of assignment Researching, reading, writing 20 hours
End of semester examination Study and revision 22 hours
TOTAL 150 hours
Summary of assessable tasks
Learning Task Assessment Weighting

Reading, researching, writing Case Analysis 10%
Completion of an assignment involving Written report 30%

students working in groups
Study and revision, writing Written Examination 60%
In order to pass this course, students must accumulate a minimum of 50% of the total
marks available.
You are strongly advised to attempt ALL assessment tasks. Students who do not submit a task(s)
or fail a task(s) in the semester will be identified as a ‘student at risk’ of unsatisfactory academic
progress (outlined in 1.19 in the Course Description) and will be directed to the School’s
Intervention Program. Students who encounter difficulties or who are otherwise concerned
regarding their progress should consult their lecturer.
Assessment criteria set out the details by which your performance in each task will be judged. This
information will give you a clear and explicit understanding of the standards you are expected to
achieve relative to the marks awarded.

Assessment Task 1: Individual Case Analysis
Length: 1000-1200 words, Weight 10%

Due: Friday, 4:00 p.m. 4th Lecture Week
The objectives of the analysis are to develop your ability to:

• Analyse sources and routes to superior performance
• Develop your ability to apply strategic management theories and concepts to practical
situations
• Develop your skills in research, critical thinking and analysis
Read the case in Appendix 1 (at the end of this course description):
Citibank’s e-business strategy for global corporate banking
Answer the following three questions:
1. What are the main capabilities of Citibank? Does Citibank have a core competence?
2. Create a SWOT analysis to understand Citibank’s strengths and weaknesses.
3. Does Citibank have a sustainable competitive advantage in the banking industry? If so, what is
the source? What about Citibank’s evolution and current business strategy may pose problems
going forward?
Criteria for assessment of the case analysis are given on the sample feedback sheet on the next
page.
The graded case analyses will be returned by week 6.

Assessment 1: Individual Case Analysis Grading Criteria and Feedback

Student Name: ________________________________________
Student ID Number: ________________________________________
H D C P M F
Criteria D F
The quality and completeness of response to the
questions (6 Marks)
 The analysis demonstrates a knowledge and
understanding of relevant strategic management
theory.
 Evidence of critical thinking in preparing the answer
 The argument is incisive and includes a concise,
relevant treatment of the issues. The answer is
consistent with the question and critically analyses
the topic.
Evidence of appropriate reading (2 Marks)

 The topic is discussed using theoretical frames of
strategic management, and these are supported by
the use of at least 2 primary sources (e.g. refereed
journal articles) and/or at least 1 high quality
professional, company or media sources that are
directly relevant to the topic chosen
 Makes limited use of textbook (or other text books),
relying on primary sources to support their argument.
Clarity of expression and Overall presentation (2
Marks)
 Sources are referenced consistently and
comprehensively using the recommended referencing
system as prescribed in the course description/outline
 Use of language appropriate to academic writing
 The answers are succinctly and clearly written
 Presentation is professional (e.g. spell and grammar
checked, judicious use of headings, etc).
TOTAL (10 marks)

Penalties
 Poor presentation (up to 2 marks)
 Late: Date received (5% of the possible mark, per
day)
 Failure to adequately reference is plagiarism.
Plagiarism will be dealt with in line with university
policy.
TOTAL MARKS OBTAINED FOR ASSESSMENT

Grade

Comments:
Graded by: Date:
Assessment Task 2: Group assignment (Scenario Planning)
Length of report: 3000-3200 words, excluding the reference list and appendix,
Weight 20%.
Report due: Friday, 4:00 p.m. 8th Lecture Week
Presentation: 9th-10th Week

The objectives of the assignment are to develop your ability to:

• Develop your knowledge of strategic management theory
• Reflect on the use of strategic management theory
• Apply high level of strategic thinking and strategic foresight
• Integrate multiple perspectives of strategy making
• Strategy making in the context of increasing uncertainty in local and global
business environments
Students will form groups of around 3 to 4. Each group will select an organisation or a strategic
business unit, ideally one that is personally familiar to at least one team member. Whichever
organisation you select, make sure that you have enough information available in order to
undertake this analysis.
Scenario planning:
Paul J.H. Schoemaker states that among the many tools a manager can use for strategic planning,
scenario planning stands out for its ability to capture a whole range of possibilities in rich detail. In
fact, Paul J.H.Schoemaker’s following article must be consulted when working on this exercise:
Schoemaker, P.J.H. (1995). Scenario planning: A tool for strategic thinking. Sloan Management
Review, Winter Issue. pp.25-40.
In constructing scenarios for the future of our organisations, we divide our knowledge into two
areas: i) things we believe we know something about and ii) elements we consider uncertain or
unknowable. In constructing scenarios, you may follow the following steps. Additional explanations
about these steps are available in the above article by Paul J.H. Schoemaker.
i) Define the scope: The first step is to set the time frame and scope of analysis. The
typical time frame is 5 to 8 years. The scope of analysis may vary among organisations.
Suggested scope of analysis comprises of products, markets, geographic areas, and
technologies.
ii) Identify the major stakeholders.
iii) Identify basic trends: You must identify what political, economic, societal, technological,
regulatory, global, knowledge and industry trends are ‘sure’ to affect the issues you have
identified in step 1. Briefly explain each trend; including how and why it exerts its influence
on your organisation.
iv) Identify key uncertainties: In this step, you must identify what events, whose outcomes
are uncertain, will significantly affect the issues you have identified in step 1. It is best to
keep these outcomes simple, with a few possibilities at most. Sometimes, you may have to
identify any relationships among these uncertainties. In order to do this, follow the
correlation matrix technique explained in Table 3 on page 32 in Schoemaker’s article. If two
uncertainties, say U1 and U2 are negatively (-) correlated, then the ‘most likely’ occurrence
of U1 coincides with the ‘least likely’ occurrence of U2. Therefore, U1 and U2 must be
always placed in the opposite scenarios rather than in the same scenario. A typical example
for the correlated pair of uncertainties is as follows: U1=low interest rates for home
borrowers and U2 = low house building activity.

v) Construct initial scenario themes: After identifying trends and uncertainties, you have
the main ingredients for scenario construction. A simple approach is to identify extreme
worlds by putting all most likely events of uncertainties in one and all least likely events of
uncertainties in another (provided no two uncertainties are negatively correlated; in that
case, you have to make adjustments in these two extreme worlds). Another method for
finding some initial themes is to elect the top two uncertainties. This technique makes the
most sense if some uncertainties are clearly more important than others.
vi) Check for consistency and plausibility.
vii) Evolve toward decision scenarios: Finally, in an iterative process, you must converge
toward scenarios that you will eventually use to test your strategies.
It is highly expected that students use other references to enrich their understanding of the
scenario planning process and to prepare their reports.
In this exercise you do not need to develop a change strategy based on your decision scenarios.
As long as you develop two or three decision scenarios that provide an impression that the
scenario exercise is a tool for strategic thinking and planning, the purpose is served. Describe in a
short story format how each scenario unfolds and what the implications are for your organisation or
strategic business unit.
The length of the scenario report is 3000-3200 words, excluding the reference list and appendix.
The report must be word-processed with 1.5 line spacing, 3 cm left margin, 2.5 cm right margin, 3
cm top and bottom margins. The scenario planning report is worth 20%. The mark awarded to a
group report is given to all the members of the group.
An oral presentation of the report will take place in weeks 9 and 10. The content of presentation
must be sequenced and shared by the group members and each of the members will present
his/her part for 10-12 minutes. For example, one member may introduce the presentation followed
by another member presenting the first part of the body of the report and so on. The lecturer will
inform you in advance of the exact session and time in which each group will present its oral report.
The oral report is marked individually (largely) and is worth 10%. A one page summary of the oral
report must be distributed to all the class members before commencing the presentation. A fully
written up scenario report is to be handed to the lecturer in the beginning of the presentation
session.
Criteria for assessment of the case analysis are given on the sample feedback sheet on the next
page.
The graded case analyses will be returned by week 12.

Assessment 2: Group Report (Scenario Planning) Marking Criteria

Group Name: ________________________________________
Student Names: ________________________________________

H D C P M F
Criteria D F
The quality and completeness of response to the
topic (12 Marks)
 The report shows knowledge of relevant strategic
management theory, in particular it covers the
followings:
o Identification and justification for a range of
the future trends
o Identification and justification for the future
uncertainties
o Explanation of the scope of the exercise
o Identification of stakeholders
o Use of a correlation matrix to determine any
influences between the uncertainties; if there
are no such influences, an explanation for this
effect
o Development of a vivid picture of the two or
three contrasting scenarios
o Explanation of consistency and plausibility of
the scenarios
o Implication for the business organisation under
each the scenarios
 The argument is incisive and includes a concise,
relevant treatment of the issues.
 The depth and clarity of analysis
 The conclusion demonstrates a plausible, insightful,
and rationally persuasive point at which to end the
argument.
Evidence of appropriate reading (5 Marks)
 The topic is discussed using theoretical frames of
strategic management.
 The discussions are supported by the use of at least 2
primary sources (e.g. refereed journal articles) and at
least 3 high quality professional, company or media
sources that are directly relevant to the topic chosen
 Makes limited use of textbook (or other text books),
relying on primary sources to support their argument.
Clarity of expression and Overall presentation (3
Marks)
 The report is succinctly and clearly written
 Sources are referenced consistently and
comprehensively using the recommended referencing
system as prescribed in the course description/outline
 Use of language appropriate to professional/academic
writing
Presentation is professional (e.g. spell and grammar
checked, judicious use of headings, etc).
TOTAL (20 marks)
Penalties
 Poor presentation (up to 5 marks)
 Late: Date received (5% of the possible mark, per
day)
Failure
Semester to adequately
1, 2011- reference is plagiarism.
CUCST - MALAYSIA Page 17 of 23
Plagiarism will be dealt with in line with university CRICOS Provider Number 00103D
policy.
TOTAL MARKS OBTAINED FOR ASSESSMENT
Grade
Assessment Two: Group Presentation Marking Criteria

Group Name: ________________________________________
Student Name: ________________________________________
Student ID Number: ________________________________________
Response needs to improve. F MF P C D HD Excellent

Review relevant material response
No handout or too brief† Detailed and comprehensive
handout
Overheads or Powerpoint Clear overheads or
hard to read† powerpoint, detailed and
organised
No overview of individual In-depth analysis of learning
learning experiences or limited experiences and
overview consideration of issues
raised
Limited educational value to Exceptional and beneficial
class educational value to class
No or few arguments used or Strong and considered
developed arguments developed
Limited audience involvement Strong interaction between
presenters and audience
Evidence of limited research Strong evidence of research
and context
Limited analysis Thorough and detailed
analysis
Limited Thorough and considered
evaluation evaluation
Inappropriate content or focus Highly focussed and
appropriate content
Lack of creativity and Creative and innovative
innovative presentation presentation
Unable to accurately respond Excellent reflection and
to questions response to questions
No questions asked of Questions asked of audience
audience or questions not well designed to target key
developed issues
†
marked as a group

Assessment Task 3: Written Examination
Due: Exam Week, Weight 60%
A three-hour examination based on a pre-sighted case study will be held in the examination week.
Attending all classes, particularly all workshops and undertaking the week by week reading are
excellent ways to prepare for the examination.
The objectives of the examination are to:

• Develop and test your knowledge and understanding of strategic management concepts,
models and theories.
• Develop and demonstrate your ability to apply strategic management concepts, models and
theories to practical situations in order to sustain competitive advantage.
• Develop and demonstrate your ability to strategically think and write logically and coherently in a
limited time frame.
The case study will be provided in the last workshop week. In the examination, which will take
place in examination hall, you will be given six (6) questions on the case and you will need to
attempt 5 questions under time constrained examination conditions. Each question is worth 12
marks. You will be assessed on
 Depth of analysis of the issues raised in the case

 Ability to apply conceptual models and empirical knowledge of strategic management to
construct arguments to address the issues identified in practical situations
 Completeness and relevance of response
 Quality of recommendations
Your answer will not be judged on word length as such, but expect to write between 400 and 600
words per question. You are not expected to cite or reference.
You will be allowed to take one copy of the case study and ONE textbook only inside the
examination hall. The textbook must not contain any hand-written notes. You may, however,
highlight or underline the contents of the case as well as write only “single-word” notes on the
case provided.

5 SCHEDULE:
As semesters and contact hours vary between UB locations, delivery is usually scheduled across
three hours a week for 12 weeks. If your location runs this course over less than 12 weeks, your
lecturer will adjust the timing of the delivery of the materials.
Please note that the sequence and content of workshop may need to be changed and the following
information should be used as a guide. Your local lecturer may use any other case that may be
suitable to the local contexts
Workshop Session 1: Strategy, Value Creation and Competitive Advantage

Case: Selkirk Group in Asia. See p263.
Source: Mintzberg et al (2003). The strategy process: Concepts, contexts, cases. Pearson
Education International.
Workshop Session 2: Scenario Planning

Article: Schoemaker, P. J. H (1995). Scenario planning: A tool for strategic thinking. Sloan
Management Review, Winter, pp. 25-40, ISSN: 15329194.
Workshop Session 3: The Changing External Context for the Companies – Knowledge
Economy and Globalisation and Global Change
Issue 1: The Knowledge Economy

Case: McKinsey’s Knowledge Management Practices
Source: Bartlett, C A. and Ghoshal, S. (2000). Transnational management – Test, cases and
readings in cross-border management (3rd ed.). McGraw-Hill International, Case 6-3 McKinsey
& Company: Managing Knowledge and Learning P664 – p680.
Issue 2: Globalisation and Global Change

Case: Wal-Mart Stores, Inc.: On Becoming the World’s Largest Company
Source: Wheelen, T. L., and Hunger, J. D. (2006). Strategic management and business policy
(cases) (10th ed.). Pearson Prentice Hall, Case 18, pp. 18.1-18.21.
Workshop Session 4: Hyper-competition and ICT and their Impact on Strategy

Case: Amazon.com
Workshop Session 5: Technology and Innovation

Case: Eastman Kodak: The Photography segment of the Infoimaging Industry
Workshop Session 6: Sustainable Development and Corporate Social Responsibility (CSR)

Case: The Collapse of Enron
Source: Hill, Charles W.L. and Jones, Gareth R. (2007). Strategic management theory.
Houghton Mifflin, pp. 408-10, ISBN: 9780618641642
Workshop Session 7: Designing a Strategic Organisation and Corporate Governance

Case: Nissan: New Driver at the Wheel

Source: de Wit, Bob and Meyer, Ron (2010). Strategy: Processes, content and context (4th ed).
London: Thompson Learning, Chapter 9
Workshop Session 8: Managing Strategic Change

Case: Allianz and Dresdner Bank: Taking a Risk on Allfinanz
Source: de Wit, Bob and Meyer, Ron (2010). Strategy: Processes, content and context (4th ed).
London: Thompson Learning, pp. 174-76.
Case: FedEx Corporation: Structural Transformation through e-business

Source: de Wit, Bob and Meyer, Ron (2004). Strategy: Processes, content and context (3rd
ed.). London: Thompson Learning, pp. 647-662.
Scenario Planning Presentations (Workshop sessions 9 and 10)
Workshop Session 11: Diversification: Expanding Beyond a Single Industry

Case: Boeing
Source: Hill, Charles W.L. and Jones, Gareth R. (2007). Strategic management: An integrated
approach (8th ed.). Case 13, C130, ISBN-13: 9780618894697
Workshop Session 12: Overview of the course
6 ADDITIONAL RESOURCES:
Additional useful references

Books:
Barney, J. (2011). Gaining and Sustaining Competitive Advantage, 4th edition. Pearson
Gopinath, C. and Siciliano, J. I. (2010). Strategize!: Experiential Exercises in Strategic

Management. 3rd Edition, Cengage Learning.
Grant, R.M. (2010). Contemporary strategic analysis. 7th Edition, Wiley.
Hamel, G. and Prahalad, C. K. (1996). Competing for the future. Boston: Harvard Business
School Press.
Hitt, M. A., Ireland, R. D., and Hoskisson, R. E. (2011). Strategic Management: Concepts and
Cases: Competitiveness and Globalization, 9th Edition, Cengage Learning.
Hubbard, G and Beamish, P. (2011). Strategic management- thinking, analysis, action. 4th
Edition, Pearson.
Johnson, G., Scholes, K., and Whittington, R. (2008). Exploring corporate strategy (8th ed.).
London: Prentice Hall.
Mintzberg, H. (1994). The rise and fall of strategic planning. London: Prentice Hall.
Mintzberg, H., Lampel, J., Quinn, J.B. and Ghoshal, S. (2003). The strategy process (global 4th
ed.). Pearson Education International.
Morgan, G. (1997). Images of organisation. California: SAGE Publications.
Pascale, R. (1990). Managing on the edge: How successful companies use conflict to stay
ahead. London: Penguin.
Pettigrew, A. and Whipp, R. (1991). Managing change for competitive success. Cambridge:
Blackwell.
Thomas, H., O'Neal, D., White, R. and Hurst, D. (1994). Building the strategically-responsive
organisation. Chichester: John Wiley & Sons Ltd.
Volberda, H.W. (1998). Building the flexible firm. Oxford: Oxford University Press.
Williamson, O.E. (1996). The mechanisms of governance. New York: Oxford University Press.
Academic Journals:

1. Journal of Management & Organization, published by eContent Management Pty Ltd,

www.jmanorg.com (ISSN 1833-3672)
2. Harvard Business Review, published by Harvard Business School Publication Corp.,

www.hbr.org (ISSN 0017-8012)
3. Academy of Management Journal, Published by Academy of Management,

www.aom.pace.edu/amj/ (ISSN 0001-4273)
4. Strategic Management Journal, Published by Strategic Management Society,

http://smj.strategicmanagement.net/ (ISSN 0143-2095)
Adopted Reference Style
APA
The link to the library website for more information is:

http://www.ballarat.edu.au/library/assignment-and-research-help/referencing


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Course Description:

School/Portfolio: School of Business

Course Code/ID: BUMGT5926

Course Title: Strategy and Management of Change

Teaching Location: CUCST

Program(s): Master of Business Administration

Author: Dr. Abdul Moyeen

Semester: Semester 1, 2011

Prerequisite(s): BUMKT 5922 Competitive Analysis

ASCED Code: 080301

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1.2 Attendance and Participation

Lecturer Name: Dr.Abang Nawawi

Course Coordinator Name: Dr. Abdul Moyeen

1.5 Consultation Hours

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Time Sun Mon Tue Wed Thu Fri Sat

1.7 Prescribed Text

The shorter book is:

The longer book is:

Highly Recommended Text

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Turnitin - Turnitin is an electronic plagiarism database against which originality of

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UBOnline/Moodle will be used for this course.

For students, login to the UBOnline/Moodle is available through

1.11 Special Consideration

Supplementary Assessment may only be granted as an outcome of an application for

1.12 Late Submission of Assessment Tasks

1.13 Presentation of Academic Work

1.14 Assignment Cover Sheets

1.15 Submission and Return of Student Work

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1.18 Academic Progress Committee

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AD Assessment Deferred – up to 3 months

1.21 Use of Dictionaries

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This course is designed to enable students to:

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4 LEARNING TASKS AND ASSESSMENT:

Summary of suggested time allocations for this course

Classes 3 hours per week 36 hours

Summary of assessable tasks

Learning Task Assessment Weighting

Completion of an assignment involving Written report 30%

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Assessment Task 1: Individual Case Analysis

Length: 1000-1200 words, Weight 10%

The objectives of the analysis are to develop your ability to:

Citibank’s e-business strategy for global corporate banking

Answer the following three questions:

The graded case analyses will be returned by week 6.

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Assessment 1: Individual Case Analysis Grading Criteria and Feedback

Evidence of appropriate reading (2 Marks)

TOTAL (10 marks)

TOTAL MARKS OBTAINED FOR ASSESSMENT

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Graded by: Date:

Assessment Task 2: Group assignment (Scenario Planning)

Report due: Friday, 4:00 p.m. 8th Lecture Week