Faculty of Business: Management
Credit points: 6 cp

Subject level: Undergraduate

Result Type: Grade and marks

Handbook description

This subject explores how managers influence strategy processes and can effect valuable changes in organisational activities. On completion, students are able to demonstrate an ability to critically analyse strategy processes and understand how these processes can be influenced. Through the medium of class discussion, reflective journal and case history analysis, students test their levels of conceptual abilities and understanding of contemporary business practice.

Subject objectives/outcomes

On successful completion of this subject students should be able to:

1. Demonstrate an understanding of the creation, formulation and implementation of strategic action in a global business context.
2. Appreciate a range of perspectives on strategic management.
3. Critically analyse global business activity from a strategic perspective.
4. Describe the interrelationship between cultural, political, technological and economic factors in the creation of global strategy.
5. Demonstrate an ability to apply the concepts and understandings of strategy to a critical analysis of decision-making in global organisations.

Contribution to graduate profile

The aim of this subject is to develop students' understanding of the major trends in thought about strategic management and develop skills to critically analyse global strategic issues. The subject is an integrating one and draws upon students' knowledge of other subjects including marketing, operations, organisation and management theory and financial issues gained in prior studies. The course is designed to challenge students to develop strategic thinking, learn the art of the long view and think creatively. Students can hone their critical and analytical skills through the presentation of seminars, examination of case studies, and class discussion.

Teaching and learning strategies

This subject is delivered through a variety of face-to-face and online teaching strategies. Lectures involve face-to-face content delivery, employing the use of media and electronic resources to enhance the theoretical delivery of the subject. An intensive tutorial program utilises case studies and experiential exercises to link theory and application. Students are further supported through the use of UTS Online offering subject material and information.

Content

• Introduction to the course and Global Business Environment
• Managing Ethical and Social Responsibility
• The Global Manager's Environment
• Cross-cultural Management
• Formulating and Implementing Strategy
• Global Strategic Alliances
• Glocalisation Strategies
• Organisational Design for Global Organisations
• Global Human Resource Management Strategy
• Leadership and Management Behaviour in Multinational Companies
• Scenario Planning.

Assessment

Presentation (Group)	15%
This will assess the student's ability to understand both the theoretical and practical rationale for international business strategies and identify the fundamental determinants of national competitive advantage in an industry and how the global electronic environment may challenge and invert these traditional concepts (addresses objectives 1-5).
Case study project (Group)	15%
This will assess the students' ability to evaluate the impact of electronic commerce on the process of defining, developing and administering strategies and structures for a global business; understand the basic concepts in international investment trends, currency, foreign exchange and financing issues and how these concepts may need to be modification when applied to the global electronic environment. Students will also be required to demonstrate an appreciation of strategic alliances in the global value chain (addresses objectives 1 and 3).
Final Examination (Individual)	70%
This Closed-Book Examination will assess the student's ability to understand both the theoretical and practical rationale for global business strategies and appreciate both the risks and opportunities inherent in today's global business environment (addresses objectives 1-5).

Examinations will be conducted under University Examination conditions, and hence thoroughly address secure assessment concerns.

Recommended text(s)

Deresky, H. (2002). Global Management: Strategic and Interpersonal. New Jersey: Pearson Education.

Indicative references

Van der Heijden, K. (1997). Scenarios, Strategy, and the Strategy Process. Global Business Network: Presearch.

Sundaram, A.M., Bradley, Schipani, C., and Walsh, J. (2000). 'Comparative Corporate Governance and Global Strategy' in Robert E. Grosse (Ed.) Thunderbird on Global Business Strategy The Faculty of Thunderbird, The American Graduate School of International Management, pp 110-150.

Yip, G.S. (1997). Total Global Strategy: Managing for World Wide Advantage, Prentice Hall Englewood Cliffs, New Jersey.