Use the Tab and Up, Down arrow keys to select menu items.
The course aims to enhance strategy knowledge and skills by encouraging the critical appreciation and application of contemporary strategy theory and techniques based around strategy processes and practices.
Relationship to other coursesThis is a specialist strategy course and is required for the Strategy and Entrepreneurship major. Other majors, including BCom Management and International Business, may take this as an elective subject. MGMT344 is recommended preparation for this course and is a good fit. MGMT345 also helps prepare students for MCom Masters and BCom Honours. Workload The estimated workload breakdown for MGMT345-22S1 is: Lectures 24Weekly Quizzes (on Learn) 11Final Exam 2Group Applied Case 50 (per person)Exam Preparation 30Lecture Preparation 33Total 150 hours
The objectives of the course are (related to the specific BCom Learning Outcomes in parenthesis): Critique contemporary and emerging research in strategy paradigms, processes and practices. This will be assessed in the Final examination (BCom LO1.1.2 Students can critique concepts, models or reasoning from their selected subject major). Appreciate and apply theories and tools to analyse and develop organisational missions, visions and values. This will be evaluated in the Learn quizzes (BCom LO1.2.8 Students can apply management concepts to analyse and deal with key organisational and management issues).Determine the nature and role of creativity, time and change and how these may be used to further strategic objectives. This will be assessed in the Learn quizzes (BCom LO1.2.8 Students can apply management concepts to analyse and deal with key organisational and management issues).Design appropriate and effective strategy tools and workshops for organisations. This will be evaluated in the Group Applied Case Studies & Presentations (BCom LO2.1.1. Students can apply subject specific knowledge and tools to analyse, propose a solution to and/or address a given problem or issue. Innovative approaches and solutions are encouraged).Develop critical, written, practical strategic analysis and solutions to complex business cases. This will be assessed in the Group Applied Case Studies & Presentations (BCom LO2.1.4. Students can write a report/essay on a problem/issue/situation/scenario that: a. incorporates content at an appropriate level of detail; b. is logically structured; c. is presented professionally using correct English, referencing and appropriate resources).Judge the saliency of alternative ethical approaches to strategy choices. This will be tested in the Learn quizzes (LO5.1.2 Students can identify, consider and debate perspectives, processes and impacts relating to the culture and identity of multiple stakeholders, drawing on theory and practice when considering issues in their discipline or field of study). Graduate Attributes This course will provide students with an opportunity to develop the Graduate Attributes specified below: Critically competent in a core academic discipline of their award Employable, innovative and enterprising Globally aware Learning Objectives, BComStudents have an in‐depth understanding of their majoring subject and are able to critically evaluate and, where applicable, apply this knowledge to topics/issues within the discipline. Students have a broad understanding of the key domains of commerce. Students will develop key skills and attributes sought by employers which can be used in a range of applications. Students will be aware of and understand the nature of biculturalism in Aotearoa New Zealand, and its relevance to their area of study and/or their degree. Students will comprehend the influence of global conditions on their discipline and will be competent in engaging with global and multi‐cultural contexts. For quality assurance purposes the School is required to hold on record a number of assessment pieces as examples of differing standards of work. If you have any objections to the school holding your assessment for this purpose then email the course coordinator to ensure your assignment is not used for this purpose.
This course will provide students with an opportunity to develop the Graduate Attributes specified below:
Critically competent in a core academic discipline of their award
Students know and can critically evaluate and, where applicable, apply this knowledge to topics/issues within their majoring subject.
Employable, innovative and enterprising
Students will develop key skills and attributes sought by employers that can be used in a range of applications.
Students will comprehend the influence of global conditions on their discipline and will be competent in engaging with global and multi-cultural contexts.
(1) ACCT102; and (2) A further 45 points at 200-level or above RP: MGMT344
Students must attend one activity from each section.
All students are expected to attend all scheduled class sessions, actively engage with course content, actively participate in all course activities, and complete all required tasks by the due dates. The lectures are also recorded and will be available through Echo. However, lecture attendance is highly recommended for a more active and engaging experience.Lectures for MGMT345S1 are recorded using the ECHO360 lecture recording system. However, if Covid-19 Alert levels allow, in-class attendance is highly recommended for NZ-based students. If we need to switch to online learning, you will be notified of alternative teaching methods. Otherwise, this is not an online-only course.
Learn QuizzesLearn quizzes are weekly online tests designed to help test your own individual engagement with and understanding of each of the main topics of the course as you go along (i.e. formative learning). They are based on ‘Required Readings’ (also called Essential Readings in the handouts) described in the lecture schedule below (the core text chapter in most weeks) and the relevant lecture each week – so reading the textbook and regularly attending lectures is essential to successfully completing quizzes. I will provide theoretical and applied questions to make you think about each topic in more depth. All quizzes open immediately after the lecture dealing with that particular topic, starting in Week 2 with the Strategy Processes & Practices quiz. Quizzes are normally open for 7 days after each class (i.e. will close at the start of the following week’s lecture), so be careful not to miss the deadlines. However, to allow extra time for enrolments, book buying etc., there won’t be a quiz due in the first two weeks. The deadline for the first quiz is the beginning of lecture 3 on 7th March. Check the Learn website for each deadline.You may make unlimited attempts at each quiz, but there is a 30 minute delay between quiz attempts so you don’t just guess at random each time. To make it fair to all, you can’t complete the quiz other than via the facility on Learn or submit a quiz late after the deadline. This is because the quiz answers can be seen by anyone in the class after each deadline expires. There is no quiz after the last lecture.To allow everyone the same chance for absences and illnesses, late enrolments, etc., I calculate your overall quiz grade based on 8 out of 10 quizzes. This means you can miss up to two quizzes without penalty. Since the main aim is to get you to learn from all lecture topics, it’s a good idea to attempt all quizzes; but not counting two quizzes means your weakest quiz marks are automatically eliminated if you perform badly or are ill/absent. Marks will be available for each quiz after the quiz closes (i.e. the final deadline for the whole class – not when you complete your own quiz. Otherwise you would know the answers and have a chance to resubmit until you get 100% every time and/or pass the answers on to others).One warning about the Learn quiz system: Although you can make any number of attempts you like, it is only your last attempt that counts. Press the submit button when you’re ready to finalise your answers (or if you resubmit answers)! Some students forget to 'close' their quiz responses properly on Learn, but leave answers ‘open’ past the deadline, so don’t officially submit answers. If you do this, only completed answers will receive any marks. It is a particular problem if you make multiple attempts at a quiz, since your final attempt won’t be clear. Be aware the very act of reopening the quiz to look at the questions counts as an attempt and Learn will automatically submit this as your final set of answers, even if you don’t want it to. Learn counts the last submission made, not the highest scoring one. If it did, you could simply attempt the quiz as many times as you like, and eventually get 100%! Please note that Learn doesn’t allow me to override your responses, so I can’t change the outcome once the quiz is closed. So please don’t email me then to say you forgot to complete the quiz, were absent, or request an alternative assessment for that week. Try to maximise your potential marks by closing the attempt with your preferred answers. Obviously don’t consult your classmates on questions or answers, since this will be detrimental to your own learning and will not be a valid indication of whether you understand the course material. The final exam will be a lot harder if you haven’t grasped course concepts by doing the required reading and answering the quizzes as formative learning. In any case, the questions are in a different order each time you open the quiz, so comparing answers with others is more difficult.Group Applied Case Analysis Presentations & ReportsIn the group project, you will undertake the analysis and presentation of solutions to strategy cases in a small group, honing further your appreciation of strategy knowledge and skills. You will be allocated to a group and it is up to you to be able to function effectively as a team to deliver this assignment. Of the 30% of overall course marks achievable for this assessment, half of marks for NZ-based students (or 15% of your overall course mark) will come from the in-class presentation, and the remaining half of marks (or 15% of overall course marks) from the case analysis report. Overseas online students will only submit a report and Individual Contribution Form, but marks will be adjusted to make these comparable with NZ-based students. NZ-based students must submit presentation slides (PowerPoint only – not PDFs or other formats) electronically via Learn by 10:00 a.m. (NZ time) on the day in which they present (i.e. a minimum of 2 hours before the lecture – late submissions may mean reduced marks). NZ-based students must submit their report (.doc or .docx files only – not PDFs or other formats) electronically via Learn within 48 hours of the end of the lecture/session (i.e. by 3.00 p.m. on the Wednesday following your presentation). This gives your group some time to respond to issues raised in the presentation; but not enough time to rewrite things entirely - so make sure your presentation is well designed to begin with. Overseas online students must submit their reports by the start of the lecture in which the topic is being discussed. A group cover sheet MUST be attached to the front of your report (not the slides). Please only submit only one document per group. There is also a separate Individual Contribution Form to assess the relative contributions of individuals. This must be submitted at the same time as your report (i.e. Each NZ-based group member must submit within 48 hours of the presentation; while overseas online students must submit this at the start of the topic session). You can download both the cover sheet and individual contribution form from separate links on the course Learn front page. Late submissions of any of these documents may also be penalised.All documents must be submitted through your group’s specific links on the course Learn website. Each group has its own links in the particular section on your topic e.g. the groups presenting on cases concerning culture should submit via their group links in the ‘Culture & Strategy’ section. The individual contribution forms are submitted via a separate link in that same section, so others can see them.All group members are expected to contribute equally to this assignment and those not contributing satisfactorily may have marks deducted - but those engaging fully in the project should experience an interesting learning exercise in developing strategy for a real company. More details about this assignment, including specific questions and submission dates, are given in a separate document posted on Learn. Final ExamThe final examination will be a closed book, invigilated, short essay-style, applied 2-hour exam based on material from the lectures and the textbook. The paper tests you on your broad knowledge of strategy issues, concepts and tools from across the course rather than on a single topic. You will need to answer 4 questions from a choice of 6, each from a different topic area. Good answers will use organisational examples to illustrate answers drawn from short and longer case studies in the textbook and class – particularly the case presentations. This means to get higher marks it is a good idea to read/ engage with and understand all cases covered, paying particular attention to the in-class case presentations and reports. Answering the questions after each textbook case isn't compulsory, but might help you to understand and remember the material so it's easier to prepare for class presentations and revise for the exam. As well as the textbook/presentation cases, I also give company examples in the lectures. So, attending classes and taking notes in each session (including the presentations) is doubly important.More detailed advice on the final exam will be given in the last lecture; so it is vital to attend this session. I have also posted extra practice exam papers on Learn to help you prepare (those before 2016 are not relevant).GradingThe marks for assessments may be scaled before a final grade is determined. You should not regard 50% as a pass mark.Assessment In Te Reo MāoriIn recognising that Te Reo Māori is an official language of New Zealand, the University provides for students who may wish to use the Te Reo Māori in their assessment. If you intend to submit your work in Te Reo Māori you are required to do the following: Read the Assessment in Te Reo Māori Policy and ensure that you meet the conditions set out in the policy. This includes, but is not limited to, informing the Course Coordinator 1) no later than 10 working days after the commencement of the course that you wish to use Te Reo Māori and 2) at least 15 working days before each assessment due date that you wish to use Te Reo Māori.
Whittington, Richard et al;
Exploring strategy : text and cases
Pearson Education Limited, 2020.
For unlimited access, the best option is to buy the eBook priced at $71.99, available at: https://www.pearson.com/store/p/exploring-strategy-text-cases-ebook/GPROG_A103000052441_learnernz-availability/9781292282503There are a few paper copies in the library High Demand collection and limited library access to the eBook at https://ebookcentral.proquest.com/lib/canterbury/detail.action?docID=5987030but there is likely to be strong demand for these from other students and availability is restricted. There is also a print edition available from the publisher/University Bookshop, but this is $136.48, so this option is unlikely to appeal to many. See: https://www.pearson.com/store/p/exploring-strategy-text-and-cases/GPROG_A103000052384_learnernz-availability/9781292282459Do not get the text-only version (i.e. without the cases) or previous editions, since the material will be incomplete or old. MGMT 344 also uses this text, so taking both papers will save you money!Required Reading includes case studies (mostly from this textbook) you must read in advance of each session, the first for Week 2, so that you can discuss these in class & benefit from applied learning. From Week 4 onwards, particular groups will analyse and present these cases; but everyone needs to be familiar with them each week to contribute effectively. Other material will be posted on the course Learn website.
Coversheets - Group and Individual
Class RepresentativeA class representative may be asked to volunteer in the first few weeks of class. Any problems with the course can be raised with the class rep. Their email can be found at UCSA. The class representative will take up any issues raised by class members with the lecturer concerned as they occur.Departmental Academic PoliciesA summary of Departmental academic policies on course grading, special considerations, etc. is available under: https://www.canterbury.ac.nz/business/departments/. The Department assumes that you have read this document. You should also read the following:• UC Business School Student Handbook on the UC Business School Students Learn page https://learn.canterbury.ac.nz/course/view.php?id=7744• General Course and Examination Regulations http://www.canterbury.ac.nz/regulations/general/general_regs_enrolment_courses.shtmlDishonest PracticeThe University of Canterbury considers cheating and plagiarism to be serious acts of dishonesty. All assessed work must be your own individual work unless specifically stated otherwise in the assessment guidelines. Material quoted from any other source must be clearly acknowledged. You must not copy the work of another person (student or published work) in any assessment including examinations, tests and assignments. Any person, who is found to have copied someone else's work, or to have allowed their work to be copied, will receive a fail grade for that piece of assessment and may face disciplinary action which may lead to a fine, community service or exclusion from the university.IMPORTANT: Where there are concerns regarding the authorship of written course work, a student can be required to provide a formal, oral explanation of the content of their work.Citations and referencing
Domestic fee $845.00
International fee $3,975.00
* All fees are inclusive of NZ GST or any equivalent overseas tax, and do not include any programme level discount or additional course-related expenses.
For further information see
Management, Marketing and Entrepreneurship