MGT616 Strategic Mgt, Competitiveness and Globalization 6-7-22 (1).docx

Queensland University of Technology*
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Feb 10, 2024
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MGT 616 Strategic Management, Competitiveness & Globalization Program: MBA and MAIR Level of the course: Graduate Modality of delivery: On ground, Online / Blended Number of credits granted for the course: 3 US / 6 ECTS Prerequisite: None Contact Hours (Accelerated Format) 45 classwork + 90 preparation/reflection = 135 Course Description This course examines the way in which organizations formulate and implement their strategic plans. The key topics include systematic analysis of trends in the operating environment, analysis of the industry and/or sector in which the organization operates, the identification of critical success factors and the recognition of competences. Possible strategies are then identified before continuing to strategic choice and the problems of implementation. Full recognition is given to the fact that although strategic planning is a rational and logical process, it is conducted on the basis of imperfect and volatile information. The course pays considerable attention to risk management and introduces the development and use of multiple- scenario planning models. The course is largely case-based. Strategic planning at this level has significant research content. There is a final examination. Instead, students are required to undertake a research project on a topic of strategic interest. (A typical project would be to analyze, compare and contrast the strategies of two companies in the same industry). The project results in a paper and in a presentation to the class. Course Objectives This course focuses on the task of managing an organization from a "big picture" perspective. Strategic Management (SM) includes both strategic planning and implementation. It represents a systematic "long-term" approach used by for-profits and nonprofits to help them consistently deliver stakeholder value, sustain competitive advantages over rivals, grow, and accomplish performance objectives. As it emphasizes management of the total enterprise, SM, is generally an executive-level task, which requires integration of skills and knowledge from a variety of areas such as finance, marketing, operations, accounting, and human resources management. Student Learning Objectives (SLO) By the end of the course, students will demonstrate the ability to: 1. Strategize a dynamic fit between a firm and its environment, leading to sustainable competitive advantage and above-average returns. UBIS 46 Avenue Blanc, 1202 Geneva, Switzerland Phone: +41(0)22/ 732.62.82, Fax: +41(0)22/ 732.62.83 Email: [email protected] , Website:
2. Analyze organizations in terms of resources, capabilities and competencies; primarily focusing on strategic planning issues. 3. Clarify the Strategic Management process with respect to competitive advantage, ethics and corporate social responsibility, analysis of the external and internal environment, functional-level strategy, business-level strategy, and corporate-level strategy. Required Textbook or Recommended Readings Hitt M. A., Ireland R. D. &, Hoskisson R. (2020) Strategic Management: Concepts and Cases: Competitiveness and Globalization , 13th Edition, Cengage, ISBN: 978-1-337-91675-2 Criteria for Evaluating Student Performance Student's performance will be assessed by the work they do in the course - including participation in the discussions that are a part of each course. Course grading is based on completing the assignments and discussions throughout the course plus completing a midterm exam and final paper/project or final examination. Course participation may include some or all of the following: Posting questions to the Professor within the UBIS online platform Participating in discussion threads Participating in meetings or conference calls Submitting assignments, quizzes, midterms, final UBIS Equilibrium Grade Distribution Percentage of Total Grade Professionalism, Participation, Discussion Forums 15% Assignments/Quizzes 15% Midterm Exam 30% Projects/Competencies/Research 40% Total 100% UBIS Grading Scale Grad e Quality Points Grade Percent Quality A 4.00 93-100 Outstanding A- 3.75 90-92 Excellent B+ 3.50 87-89 Superior B 3.00 86-83 Very Good work B- 2.75 80-82 Good C+ 2.50 77-79 Above Average C 2.00 73-76 Average work C- 1.75 70-72 Below Average F 0.00 0-69 Failing UBIS 46 Avenue Blanc, 1202 Geneva, Switzerland Phone: +41(0)22/ 732.62.82, Fax: +41(0)22/ 732.62.83 Email: [email protected] , Website:
It is important to note that undergraduate students must maintain a 2.0 GPA to retain their matriculated status. A "D" grade is passing, but is below the score needed to stay matriculated. Graduate students must maintain a 2.0 GPA to retain their matriculated status, but a "C" grade is passing. However, some University programs and courses require higher minimum grades. Minimum grade requirements are documented within policy for those specific programs. Students who receive a grade below the minimum passing grade established for a course will not earn quality points, as the grade is considered a failing grade. Each course syllabus indicates the relationship between course components and assignments in determining a final grade. Students must maintain the readings, discussion participation, and assignments to obtain a passing grade in the course. To obtain a superior grade, students must demonstrate a high degree of quality in their work. Teaching Strategies: Instructors will utilize a variety of delivery methods, teaching strategies, and instructional processes to deliver course content. These may include, but are not limited to, lecture, demonstration, presentation, case studies, internet activities, video, audio, group projects, guest speakers, virtual tours, interactive exercises, and/or simulated work experiences. Due to the intensive nature of the course, student participation is necessary for the successful completion of this module. Definitions of Graded Activities: Professionalism, Participation, and Discussion Forums: This portion of the grade includes evaluation of self-directed work habits such as participation, class preparedness, communication, and professionalism. Students are expected to have read the assigned materials and be prepared to discuss the content with their instructor and classmates. Assigned materials may include readings, research, or review of supplemental items that support attainment of the course objective(s). Class participation may include group activities, peer review, role playing, conference calls, webinar discussions, lab work, or demonstration. Instructor facilitated discussions (live and within discussion threads) may be used in verification of course objectives. The discussion threads are an important part of students' learning. Failure to participate actively and constructively will have a negative impact on students' participation grades. Students should plan to participate throughout the course. Quizzes/Assignments : Quizzes and assignments may be utilized to verify students' attainment of student learning objectives (SLOs) and readiness to progress to the next unit, chapter, week, and/or concept. Students will be expected to spend time in preparation for any quiz or assignment as well as time spent reviewing quiz/assignment results in preparation for class discussion, examination, or project completion. Assignment due dates will be established by the instructor as well as the mode and form of submission. Assignments turned in after the scheduled due date for any reason may be assessed as late credit by the instructor. Homework assignments will require outside preparation to execute activities in attainment of course objectives. Midterm or Final Exam : Midterm and Final Exams may be utilized as formal, structured assessments used to validate students' attainment of course objectives. Where possible UBIS 46 Avenue Blanc, 1202 Geneva, Switzerland Phone: +41(0)22/ 732.62.82, Fax: +41(0)22/ 732.62.83 Email: [email protected] , Website:
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