Course overview
- Study period
- Semester 2, 2024 (22/07/2024 - 18/11/2024)
- Study level
- Undergraduate
- Location
- St Lucia
- Attendance mode
- In Person
- Units
- 2
- Administrative campus
- St Lucia
- Coordinating unit
- Business School
Deals with key aspects of business strategy formulation and implementation, providing Australian and international perspectives. Examines concepts, theories and techniques relevant to this task drawn from many disciplines.
Note - this course MUST be undertaken at UQ if you are a BBusMan (or BBusMan dual) student following the pre-2021 program requirements. Pre-2021 BBusMan students are not permitted to undertake the course on exchange or at another Australian or overseas institution (either cross-institutionally or for credit).
This course draws upon strategic management theory to formulate, implement, and evaluate a firm's business-level and corporate-level strategies. The course providesﾠbusiness students with a capstone learning experience at the end of their degree through; interactive seminars in which students work together to identify strategic issues, evaluate alternative courses of actions, and make decisions while analysing business case studies.
STUDENTS SHOULD NOT TAKE THIS COURSE WITHOUT COMPLETING THE APPROPRIATE PREREQUISITES.
This is an advanced course and should be taken late in your studies.
Course requirements
Assumed background
Before attempting this course, students are advised that it is important to complete the appropriate prerequisite course(s) listed on the front of this course profile. No responsibility will be accepted by the School of Business, the Faculty of Business, Economics and Law or The University of Queensland for poor student performance occurring in courses where the appropriate prerequisite(s) has/have not been completed, for any reason whatsoever.
Prerequisites
You'll need to complete the following courses before enrolling in this one:
24 units of previous study
Incompatible
You can't enrol in this course if you've already completed the following:
MGTS7303 or 7705 or 7803
Course contact
Course staff
Lecturer
Timetable
The timetable for this course is available on the UQ Public Timetable.
Additional timetable information
It is the student's responsibility to attend classes and consult designated notice boards and websites for correct and up-to-date information regarding the course, including examination times. Relying on fellow students to pass on information may result in incorrect information for which the University will not be held responsible.
Please note: Teaching staff do not have access to the timetabling system to help with class allocation. Therefore, should you need help with your timetable and/or allocation of classes, please ensure you email business.mytimetable@uq.edu.au from your UQ student email account with the following details:
- Full Name
- Student ID
- Course Code
Aims and outcomes
This course provides a capstone learning experience for final-year international business students. Build upon the knowledge you've acquired from previous courses inﾠ your degree to understand how to analyse, plan, and make strategic decisions in today's complexﾠ business world. In interactive seminars, you will beﾠ expected to (1) arrive fully prepared by reviewing course materials (readings, lecture slides/recordings etc) prior to attending class; (2) actively engage as self-managed learners and collaborate with students from other majors to develop a functionally-integrated understanding of business strategy and its practice; and (3) display levels of professional competence in communication and teamwork required of business graduates as future leaders.
Learning outcomes
After successfully completing this course you should be able to:
LO1.
Analyse a firm's current strategy using appropriate strategy concepts, tools and frameworks.
LO2.
Formulate new strategies at the business and corporate levels.
LO3.
Demonstrate knowledge and understanding of strategy implementation through leveraging political skill.
LO4.
Demonstrate knowledge and understanding of strategy implementation through leveraging persuasive argument.
LO5.
Use strategic theory to gain greater insights into personal developmental needs as a future organisational Strategist.
Assessment
Assessment summary
| Category | Assessment task | Weight | Due date |
|---|---|---|---|
| Paper/ Report/ Annotation | Strategic Framework Analysis | 30% Individual |
30/08/2024 5:00 pm |
| Presentation, Product/ Design | Politics of Organisational Structure | 40% |
4/10/2024 5:00 pm |
| Reflection | Myself as Strategist | 30% |
4/11/2024 5:00 pm |
Assessment details
Strategic Framework Analysis
- Mode
- Written
- Category
- Paper/ Report/ Annotation
- Weight
- 30% Individual
- Due date
30/08/2024 5:00 pm
- Learning outcomes
- L01, L02
Task description
In the workshops scheduled weeks 2, 3, and 5, students will practise undertaking PESTLE, Porter's Five Forces, and VRIN analysis of three case organisations. At the conclusion of these workshops, students will determine which of these case organisations represents their best work, and submit as follows for one of the case organisations:
- One PESTEL analysis of the general environment of the case organisation; and
- One Porter's Five Forces analysis of the industry environment of the case organisation; and
- One VRIN resources and capabilities analysis of the internal environment of the case organisation
Students will also be required to leverage this analysis in making a business-level strategy, corporate-level strategy, or strategic alliance strategy decision on behalf of the case organisation. They will provide further support for their decision by leveraging strategic theory taught in class. Details of the strategic choices associated with each case organisation will be outlined on Blackboard and in class.
Work is to be completed in the templates provided on Blackboard.
Artificial Intelligence (AI) and Machine Translation (MT) are emerging tools that may support students in completing this assessment task. Students may appropriately use AI and/or MT in completing this assessment task. Students must clearly reference any use of AI or MT in each instance.
A failure to reference generative AI or MT use may constitute student misconduct under the Student Code of Conduct.
Submission guidelines
All assignments are to be electronically submitted.
Deferral or extension
You may be able to apply for an extension.
Late submission
A penalty of 10% of the maximum possible mark will be deducted per 24 hours from time submission is due for up to 7 days. After 7 days, you will receive a mark of 0.
Politics of Organisational Structure
- Mode
- Oral, Product/ Artefact/ Multimedia
- Category
- Presentation, Product/ Design
- Weight
- 40%
- Due date
4/10/2024 5:00 pm
- Learning outcomes
- L03, L04
Task description
Textbooks often portray strategy as a-political (without politics). However, this is a misleading impression. Organisations represent a complex environment, featuring a mix of actors with different motivations, levels of influence, and bases of power. These dynamics are most apparent during periods of organisational restructuring, where textbook models of best practice in organisational design are often rendered impossible by clashes between different actors motivated by competing interests. Students will be introduced to a hypothetical organisation, Millennium Airlines, which is restructuring to ensure its ongoing competitiveness in the face of challenging circumstances in its external and internal environment. Using information about the organisation and theory on organisational politics and structure, students will recommend a restructure which accounts for political realities of the organisation by completing:
- a zoom-style format (only) video brief to a member of the organisation's Executive which justifies their recommended structure; and
- a hierarchical diagram (only) of an ideal structure for the organisation; and
- a hierarchical diagram (only) of a recommended structure for the organisation
Please note:
- Video briefs must be in a face-to-face, zoom-style format. They are not to include images of Powerpoint slides. Videos containing images of Powerpoint slides will not be taken into consideration when marking this assignment.
- Any additional information (e.g. paragraphs and further explanations) submitted with the hierarchy diagrams will not be taken into consideration when marking this assignment.
- There is no need to submit a script to accompany your video.
Artificial Intelligence (AI) and Machine Translation (MT) are emerging tools that may support students in completing this assessment task. Students may appropriately use AI and/or MT in completing this assessment task. Students must clearly reference any use of AI or MT in each instance.
A failure to reference generative AI or MT use may constitute student misconduct under the Student Code of Conduct.
Submission guidelines
The following outputs are required for this assignment. (1) video brief to Group Director Strategy; (2) Millennium Airlines ideal structure; and (3) Millennium Airlines recommended structure.
Deferral or extension
You may be able to apply for an extension.
Late submission
A penalty of 10% of the maximum possible mark will be deducted per 24 hours from time submission is due for up to 7 days. After 7 days, you will receive a mark of 0.
Myself as Strategist
- Mode
- Written
- Category
- Reflection
- Weight
- 30%
- Due date
4/11/2024 5:00 pm
- Learning outcomes
- L04, L05
Task description
As you reach the culmination of your University degree, this assignment gives you the opportunity to use the knowledge you've gained in this course to reflect and plan. Integrating theory on strategy as practice, strategy as storytelling and strategy as a way to navigate grand challenges, you will reflect on your time at University and in your personal life. Which of your previously taken-for-granted assumptions have been challenged during your time at UQ? Does your personal journey look like a hero’s quest or an entrepreneurial adventure? And what does this mean for your future as a Strategist? What tools and techniques can you use to help guide your career?
This reflective piece will assess:
- your ability to apply theory on strategy as practice for outlining your lived experience of university and life
- your ability to apply theory on strategy as storytelling for outlining your story as a compelling hero’s journey or entrepreneurial adventure
- your ability to apply theory on strategy as a way to navigate grand challenges
- your ability to put history to work in weaving the past, present, and future together to outline tools and techniques for managing your career as a future strategist.
To do this, you will be required to present your reflection and plan in one of the following formats:
- 1,000 word written reflective assignment
- Infographic diagram or Instagram picture collage including recorded audio explanation (up to 6 minutes)
- Video diary or collection of short TikTok-style videos (up to 6 minutes)
Artificial Intelligence (AI) and Machine Translation (MT) are emerging tools that may support students in completing this assessment task. Students may appropriately use AI and/or MT in completing this assessment task. Students must clearly reference any use of AI or MT in each instance.
A failure to reference generative AI or MT use may constitute student misconduct under the Student Code of Conduct.
Submission guidelines
Via Blackboard
Deferral or extension
You may be able to apply for an extension.
Late submission
A penalty of 10% of the maximum possible mark will be deducted per 24 hours from time submission is due for up to 7 days. After 7 days, you will receive a mark of 0.
Course grading
Full criteria for each grade is available in the Assessment Procedure.
| Grade | Cut off Percent | Description |
|---|---|---|
| 1 (Low Fail) | 0 - 29 |
Absence of evidence of achievement of course learning outcomes. |
| 2 (Fail) | 30 - 46 |
Minimal evidence of achievement of course learning outcomes. |
| 3 (Marginal Fail) | 47 - 49 |
Demonstrated evidence of developing achievement of course learning outcomes |
| 4 (Pass) | 50 - 64 |
Demonstrated evidence of functional achievement of course learning outcomes. |
| 5 (Credit) | 65 - 74 |
Demonstrated evidence of proficient achievement of course learning outcomes. |
| 6 (Distinction) | 75 - 84 |
Demonstrated evidence of advanced achievement of course learning outcomes. |
| 7 (High Distinction) | 85 - 100 |
Demonstrated evidence of exceptional achievement of course learning outcomes. |
Additional course grading information
Grades will be allocated according to University-wide standards of criterion-based assessment.
Supplementary assessment
Supplementary assessment is available for this course.
Learning resources
You'll need the following resources to successfully complete the course. We've indicated below if you need a personal copy of the reading materials or your own item.
Library resources
Library resources are available on the UQ Library website.
Learning activities
The learning activities for this course are outlined below. Learn more about the learning outcomes that apply to this course.
Filter activity type by
Please select
| Learning period | Activity type | Topic |
|---|---|---|
Week 1 (22 Jul - 28 Jul) |
Lecture |
Evolution of Strategy & Business-Level Strategy Learning outcomes: L01 |
Workshop |
No Workshop |
|
Week 2 (29 Jul - 04 Aug) |
Lecture |
The External Environment Learning outcomes: L01, L02 |
Workshop |
Business-Level Strategy Learning outcomes: L01, L02 |
|
Week 3 (05 Aug - 11 Aug) |
Lecture |
The Internal Environment Learning outcomes: L01, L02 |
Workshop |
PESTEL and Porter's Five Forces Analysis |
|
Week 4 (12 Aug - 18 Aug) |
No student involvement (Breaks, information) |
Non-Teaching Week due to Public Holiday Royal Queensland Show Public Holiday - Wednesday 14 Aug 2024 - Check Blackboard for announcements about affected classes. |
Week 5 (19 Aug - 25 Aug) |
Lecture |
Corporate-level Strategy Learning outcomes: L01, L02 |
Workshop |
The Internal Environment |
|
Week 6 (26 Aug - 01 Sep) |
Lecture |
Strategy and Alliances Learning outcomes: L01, L02 |
Workshop |
Corporate-level Strategy |
|
Week 7 (02 Sep - 08 Sep) |
Lecture |
Organisational Structure and Control Learning outcomes: L01, L02 |
Workshop |
Strategy and Alliances Learning outcomes: L01, L02 |
|
Week 8 (09 Sep - 15 Sep) |
Lecture |
Strategy as Politics Learning outcomes: L03, L04 |
Workshop |
Organisational Structure and Control Learning outcomes: L01, L02 |
|
Week 9 (16 Sep - 22 Sep) |
Lecture |
Assignment Finalisation |
Workshop |
Strategy as Politics Learning outcomes: L03, L04 |
|
Mid Sem break |
No student involvement (Breaks, information) |
In-Semester Break |
Week 10 (30 Sep - 06 Oct) |
Lecture |
Strategy as Practice Learning outcomes: L03, L05 |
Workshop |
Assignment Finalisation |
|
Week 11 (07 Oct - 13 Oct) |
Lecture |
Strategy as Storytelling Learning outcomes: L03, L04, L05 |
Workshop |
Strategy as Practice King's Birthday Public Holiday - Monday 7 Oct 2024 - Check Blackboard for announcements about affected classes. Learning outcomes: L03, L05 |
|
Week 12 (14 Oct - 20 Oct) |
Lecture |
Strategy as a Way to Navigate Grand Challenges Learning outcomes: L05 |
Workshop |
Strategy as Storytelling Learning outcomes: L03, L04, L05 |
|
Week 13 (21 Oct - 27 Oct) |
Lecture |
Course Recap Learning outcomes: L03, L04, L05 |
Workshop |
Self as Strategist: Strategy as a Way to Navigate Grand Challenges Learning outcomes: L03, L04, L05 |
Policies and procedures
University policies and procedures apply to all aspects of student life. As a UQ student, you must comply with University-wide and program-specific requirements, including the:
- Student Code of Conduct Policy
- Student Integrity and Misconduct Policy and Procedure
- Assessment Procedure
- Examinations Procedure
- Reasonable Adjustments - Students Policy and Procedure
Learn more about UQ policies on my.UQ and the Policy and Procedure Library.