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This course introduces you to major contemporary issues and debates concerning developing and implementing strategy in an increasingly global environment. The Strategy & IB course is important to everyone with a sense of adventure and curiosity about the wider business world: not only those aiming to work overseas in large corporates, but also those in smaller and domestic organisations – since all economies and businesses are globally interconnected.
This course introduces you to major contemporary issues and debates concerning developing and implementing strategy in an increasingly global environment. The Strategy & IB course is important to everyone with a sense of adventure and curiosity about the wider business world: not only those aiming to work overseas in large corporates, but also those in smaller and domestic organisations – since all economies and businesses are globally interconnected. The format will be as interactive and applied as possible with formal lecture input, videos, cases, and informal discussion all important elements. Presentations will enhance transferable skills needed in business and the Original Case Study will enable you to link course themes and issues to the practitioner world.
MBA Graduate Profile goals are as below, with relevant Learning Outcomes for MBAD632 bulleted and italicised under each goal. The letters refer to different categories of Learning Outcomes/Transferable Skills covered by each item and are explained in the Legend. Graduates of the MBA programme are: 1. Responsible leaders who can consider a range of ethical, legal and strategic issues in business and organisational contexts. They can work effectively with others in teams and have clear professional and personal development goals: Apply transferable relationship, communication and presentation skills including team working, group leadership, structuring presentations, providing supporting material, managing the presentation process and demonstrating creativity via in-class presentations. These will be evaluated through timely formal written qualitative and quantitative feedback on presentations from the lecturer and peer-assessment processes (D).2. Decision makers who can apply a comprehensive understanding of business disciplines to business and organisational problems in order to produce sound solutions: Recognise and appraise contemporary international, supra-national and global economic, political and socio-cultural impacts upon organizations of various sizes and types. You will be assessed on your cognitive and discursive abilities to describe, interpret and evaluate these during group presentations and weekly quizzes (A, C).3. Observant thinkers who recognise opportunities and problems and develop creative responses to those using a range of analytical skills: Diagnose spatial strategic situations, evaluate strategic choices and develop and screen viable strategic options to anticipate and respond to spatial impacts. Achievement of these skills will be demonstrated and verified during the Original Case Study, where you will be expected to outline a major International Strategy issue, create strategy solutions and defend your arguments in a narrative form. (A, B, C, D). Synthesise, judge and critique conventional approaches to International Business. This is enhanced through a special study category: Additional Reading consists of texts and Internet sites through which you can explore organisational strategy-making beyond the basic level and integrate research skills by uncovering written and electronic sources of secondary strategy data. Classroom discussion will be oriented towards critical consideration of the textbook and other material. Evidence of engagement in this study category will be assessed during the presentations and Original Case Study. (B).4. Innovative in their ideas, solutions and plans and can communicate these appropriately to different audiences. Develop and communicate critical and innovative strategic thinking skills. This will occur through your preparation and delivery of the Group Presentation exercise and Original Case study. (A, B, C, D).LegendA Knowledge and UnderstandingB Intellectual Skills: Analysis/Synthesis/EvaluationC Discipline Specific Skills: Application of Knowledge; Application of Theories/Models; Problem solvingD Transferable Skills: Application of numbers; Information handling; personal development; Teamworking; Reasoning; Decision-making
Subject to approval of the Head of Department.
Room: L411, 4th Floor, Business & Law Building; Tuesday 5:00 – 8:00 pm
David Stiles
Assoc. Prof. David StilesOffice: Room L222, 2nd Floor, Law Building. Email: david.stiles@canterbury.ac.nzOffice hours: Tuesday 4:00 - 5:00 pm.
Group Presentation: Due dates: From Week 3 (Group mark) 30%Quizzes: Due dates: Weekly from Week 3 20%Original Case Study: Due 5:00 pm Tuesday 28th March 2017 50%Note that aegrotats are not available for any item of assessment in this course without the prior approval of the MBA Director in consultation with the lecturer. Wherever possible and with the lecturer’s agreement, a replacement assessment will be sought in each case where a student has not been (with valid reason) able to submit or has been disadvantaged in some way.
Peng, Mike. Global Strategy. 4th Edition. South-western Cengage Learning, 2017. This best-selling, easy to read textbook is favoured by past MBA classes for its direct, applied emphasis. Although not a substitute for the lectures, which include much new material and discursive learning not available elsewhere; this latest edition is only available as an e-book, for which I have managed to negotiate an additional 15% class discount off the list price of $79.95 from the publisher. This format is brand-new this year and a great example of how global strategic change is affecting entire industries: publishing & higher education. Previous MGMT632 students paid double this price for a printed book, which sometimes was delayed through back orders at the bookshop. Download the text at the following Student Registration URL: https://login.cengagebrain.com/course/MTPNHCSP8J22 Full instruction for access and payment are given at the end of the course outline.Make sure you use the access code listed there to get your discount, rather than pay full price on the main Pearson website. Bundled with the book is a suite of useful online learning tools to supplement what I put on Learn. You will have 6 months access to this book and its eLearning study tools, including flashcards & online quizzes, which are different to those assessed in this course and help you understand the material. The book is in most weeks the minimum required Essential Reading. Please read the text indicated in the relevant chapter weeks on the syllabus below, including the cases, in advance of the following week’s session. This is so that you are able to engage fully in classroom discussion.Reading and understanding the textbook readings is also important in allowing you to attempt the accompanying multiple choice questions on the Learn course website before the next session. I appreciate this may be difficult to do for many people for week 1 of the course, which is why we have repeated Essential Reading for weeks 1 & 2. This also allows for students starting the course late. However, to ensure full engagement, by week 2 everybody is expected to be in advance reading mode. As well as the minimum textbook reading, contemporary academic journal articles, websites, etc. are Additional Readings on the course Learn website. Although you are not expected to read all these, as a Master’s student aiming for critical thinking rather than minimising reading and going for an Executive Summary Strategy, you will gain higher marks by understanding some Additional Readings, especially in your Group Presentation and Original Case Study assignment.
Learn
Domestic fee $1,506.00
International Postgraduate fees
* 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 Master of Business Administration Programme .