Subject Details

GENERAL DETAILS
Subject Code:	MGT3SMG	Subject Title:	Strategic Management
Teaching Period:	S2	Location(s):	BU AW SH DN SY
Credit Points:	15	Mode:	BL	Level:	3

 

ENROLMENT REQUIREMENTS
Prerequisites:					Successful completion of MGT1FOM OR BUS1BUF
Co-requisites:					None
Incompatibles:					None
Assumed Skills & Knowledge:					English Literacy. Foundation knowledge from MGT1FOM and BUS1BUF
Special Study Requirements:					If you have any special needs you are encouraged to consult with the Equality and Diversity Centre (EDC). Further information and contact details for the EDC are available at http://www.latrobe.edu.au/equality
	STAFF CONTACTS
	Role		Campus	Name		Email	Telephone	Room
	Subject Coordinator		BE	Dr Bret Slade		b.slade@latrobe.edu.au	7248	B1.37
	Tutor		BU	Eshan Arya Ana Delevska Sunalini Arya		e.arya@latrobe.edu.au a.delevska@latrobe.edu.au s.arya@latrobe.edu.au
	Tutor		SH	Mr Sam Campi		s.campi@latrobe.edu.au
	Tutor		AW	Mr Bill Keeton		w.keeton@latrobe.edu.au
	Tutor		DN	Mr Glenn Hill		g.hill@latrobe.edu.au
	Tutor		SY	Dr Ross Spence		r.spence@latrobe.edu.au
SUBJECT DESCRIPTION
MGT3SMG provides students with a comprehensive understanding of techniques and models applied in organisations to ensure sustainable competitive advantage. This involves application of key theories to decisions and actions taken by an organisation's senior management team to devise a long-term plan with the intention of developing the organisation's core competencies and increasing the organisation's competitiveness. Key topics in this subject include; understanding the dynamics of the internal and external environments, Value Chain Analysis, the 5 Forces Model, corporate level strategy, business level strategy, modes of entry into domestic and international markets, propensity to innovate and level of competition and corporate governance. The focus will be on developing the ability of students to understand, evaluate and effectively apply strategic management knowledge to modern organisations.
SUBJECT INTENDED LEARNING OUTCOMES (SILOS)
Upon successful completion of this subject, you should be able to :
1		Upon completion of the subject, students should be able to analyse the conceptual, theoretical and practical knowledge of Strategic Management in the context of contemporary organisations.
2		Upon completion of the subject, students should be able to apply the theoretical models of strategic management to work-based practices in the context of contemporary organisations.
3		Upon completion of the subject, students should be able to demonstrate the practical application of ethics principles to planning, development, and implementation of Strategic Management in the context of contemporary organisations.
4		Upon completion of the subject, students should be able to demonstrate the practical application of Strategic Management to work-based practices in the context of contemporary organisations.
5		Upon completion of the subject, students should be able to distinguish between major processes involved in developing strategic planning and development in the context of contemporary organisations.
6		Upon completion of the subject, students should prove the capacity to learn independently and effectively in the context of the discipline.

 
 
 

GRADUATE CAPABILITIES
The following Graduate Capabilities (GCs) are evaluated in this subject:
	Graduate Capabilities Embedded	SILO Examined	Level
a	Writing	1, 2, 4, 5, 6	Reinforcement
b	Speaking	Not examined	Reinforcement
c	Quantitative  Literacy	2, 4, 5	Extension (Reported)
d	Critical  Thinking	1, 2, 4, 5, 6	Extension (Reported)
e	Creative  Problem-solving	1, 2, 4, 5, 6	Reinforcement
f	Inquiry/Research	1, 2, 4, 5, 6	Extension (Reported)
g	Ethical  behaviour	3	Reinforcement
h	Discipline-Specific Knowledge and Skills	1, 2, 3, 4, 5, 6	Extension (Reported

 
 

LEARNING ACTIVITY SUMMARY
Learning Activity:	Schedule
Online Lectures	Weeks 31-43
Face-to-Face 2 hour Seminars	Weeks 31-43

Further information is available at http://www.latrobe.edu.au/timetable/
 

ASSESSMENT AND FEEDBACK SUMMARY
Assessment Tasks:	Due Date	SILOs	GCs	%	Comments
Individual Written Assignment 1500 words	26 August 2016 11:55pm	01, 02, 03, 04, 05, 06	a, c, d, e, f, g, h	20
Group Written assignment 1500 words per student. 5 students per group (max).	10 October 2016 11:55pm	01, 02, 03, 04, 05, 06	a, c, d, e, f, g, h	40
One 2-hour final examination	Refer to the University Examination Timetable	01, 02, 03, 04, 05, 06	a, d, e, h	40

 拉筹伯 代写 MGT3SMG assignment 
 

LEARNING RESOURCES
Reading Type	Title	Author and Year	Publisher
Core Text	Strategic Management: Competitiveness and Globalisation, 5th Asia-Pacific edition.	Author/s: Dallas Hanson, Michael A. Hitt, R. Duane Ireland, Robert E. Hoskisson. 2014	Cengage Learning Australia ISBN 9780170227643

 

STUDENT FEEDBACK ON SUBJECT SURVEY

The Student Feedback on Subjects (SFS) Survey is part of the quality assurance process that occurs across the university.  In this survey you are invited to tell us about your learning experiences in this subject.  We want you to tell us of your experience in this subject.  Your views will be taken seriously and will assist us to enhance this subject for the next group of students.  Your feedback will also contribute to the text for ‘Summary of Previous Student Feedback’ below so please take the time to tell us your views.  The surveys are anonymous and will be distributed prior to the end of the teaching period. For information on Student Feedback on Subjects refer to: http://www.latrobe.edu.au/students/get-involved/speak-up/subjects-teaching

 

SUMMARY OF SFS FEEDBACK FROM LAST YEAR

Students found the delivery and assessment of MGT3SMG to be satisfactory.

 

Assessment and Feedback Details

Assessment Task 1	Due Date	%	SILOs Assessed
Individual Assignment 1500 words	26 August 2016 11:55pm	20	01, 02, 03, 04, 05
Submission Details
Submission via LMS
Description of Task
You are required to write a report with reference to at least 10 separate scholarly journal articles and your subject core text. This report will include the following headings:   1)       Corporation Identification a.        Identify an organisation with product or service portfolios that span multiple business units.                                                                i.      In your discussion define, with reference to scholarly articles, the term “corporation”.                                                               ii.      In your discussion define, with reference to scholarly articles, the terms “product portfolio” and “service portfolio”. 2)       Corporate Research a.        Business Unit Identification.                                                                i.      Identify the separate business units within the corporation. 1.        In your discussion define, with reference to scholarly articles, the term “Business Unit”. b.        Identification of Product and Service Lines.                                                                i.      Identify the separate product and service lines of the corporation. 1.        In your discussion define, with reference to scholarly articles, the terms “product lines” and “service lines”.   3)       Corporation Revenue Centres a.        Identification of Revenue Centres.                                                                i.      Identify which product and service lines are creating the greatest revenues for the corporation. 1.        In your discussion define, with reference to scholarly articles, the term “revenue”.   4)       External Environment Analysis a.        Identify the Political, Economic, Social, Technological, Environmental and Legal operating environments for each business unit.                                                                i.      In your discussion define, with reference to scholarly articles, the terms Political, Economic, Social, Technological, Environmental and Legal. 1.        Provide a definition of the term “operating environment”.   5)       Source of Sustainable Competitive Advantage a.        Identify the source of sustainable competitive advantage for each business unit.                                                                i.      In your discussion define, with reference to scholarly articles, the four factors of sustainable competitive advantage.   6)       Business Level Strategy a.        Identifies the business level strategies used by business units within the corporation and make recommendations for the future strategic direction of these business units.

 
 

Grading Criteria and Feedback	Criteria Weighting
1.                    Hurdle requirement Pass/Not Pass:   No Marks are awarded in this criterion.	a.      The item has been presented in the medium of written English. Sentences are structured and conform to academic writing guidelines. The paper has an identifiable structure including an introduction, a main body, and conclusion. The paper follows the Harvard Referencing Style. The examiner can proceed with further assessment. b.      The item has not been presented in the medium of written English and the examiner cannot proceed with further assessment. Sentences are not structured and do not conform to academic writing guidelines. The paper does not have an identifiable structure including an introduction, a main body, and conclusion. The paper does not follow the Harvard Referencing Style.
2.                    Corporation Identification a.        The report identifies an organisation with product or service portfolios that span multiple business units.                                                    i.      SILO Examined: 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
i.            The report discusses with reference to scholarly articles, the term “corporation”. a.        SILO Examined: 2, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
ii.            The report defines, with reference to scholarly articles, the terms “product portfolio” and “service portfolio”. a.        SILO Examined: 2, 5	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
3.                    Corporate Research a.        Business Unit Identification.                                                                i.      The report identifies the separate business units within the corporation. 1.        SILO Examined: 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
ii.      The report defines, with reference to scholarly articles, the term “Business Unit”. 1.        SILO Examined: 2, 6	Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
b.        Identification of Product and Service Lines.                                                                i.      The report identifies the separate product and service lines of the corporation. 1.        SILO Examined: 6	Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
ii.      The report defines, with reference to scholarly articles, the terms “product lines” and “service lines”. 1.        SILO Examined: 2, 6	Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
4.                    Corporation Revenue Centres a.        The report identifies which product and service lines are creating the greatest revenues for the corporation.                                                                i.      SILO Examined: 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
i.      The report defines, with reference to scholarly articles, the term “revenue”.                                                          i.      SILO Examined: 1, 2, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
5.                    External Environment Analysis a.        The report identifies the Political, Economic, Social, Technological, Environmental and Legal operating environments for each business unit.                                                                i.      SILO Examined: 1, 2, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
ii.      The report defines, with reference to scholarly articles, the terms Political, Economic, Social, Technological, Environmental and Legal. 1.        SILO Examined: 1, 2, 3, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
iii.      The report provides a definition of the term “operating environment”. 1.        SILO Examined: 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
6.                    Source of Sustainable Competitive Advantage a.        The report identifies the source of sustainable competitive advantage for each business unit.                                                                i.      SILO Examined: 1, 2, 5, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
b.        The report defines, with reference to scholarly articles, the four factors of sustainable competitive advantage.                                                                i.      SILO Examined: 1, 2, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
7.                    Business Level Strategy a.        The report identifies the business level strategies used by business units and makes recommendations for the future strategic direction of these business units.                                                                i.      SILO Examined: 4, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
b.        The report defines, with reference to scholarly articles, the term “strategic direction”. c.        SILO Examined: 1, 2, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
8.                    Examiner’s Comment. No marks are awarded in this criterion.

 
 
 

Assessment Task 2	Due Date	%	SILOs Assessed
Group Assignment 1500 words per student. Students may attempt the group assignment individually with Subject Coordinator approval.	10 October 2016 11:55pm	40	01, 02, 03, 04, 05, 06
Submission Details
Submission via LMS
Description of Task
You are required to write a report with reference to at least 10 separate scholarly journal articles, per student, and your subject core text. This report will include the following headings:   1.        Corporation Identification a.        Identify an organisation with product or service portfolios that span multiple business units. b.        Each student should take research a separate business unit within the same corporation.   2.        Source of Sustainable Competitive Advantage a.        Identify the source of sustainable competitive advantage for each business unit.                                                                i.      In your discussion define, with reference to scholarly articles, the four factors of sustainable competitive advantage.   3.        Corporation Revenue Centres a.        Identification of Revenue Centres.                                                                i.      Identify which product and service lines are creating the greatest revenues for the corporation. 1.        Provide summary tables of the revenue for each business unit within the corporation.   4.        Identify the extent of the corporation’s diversification. a.        Identify which of the business units are related, which are related-constrained and which are unrelated.                                                                i.      In your discussion define, with reference to scholarly articles, the terms “related”, “constrained” and “diversification”.   5.        External Environment Analysis a.        Identify the Political, Economic, Social, Technological, Environmental and Legal operating environments for each business unit.                                                                i.      In your discussion define, with reference to scholarly articles, the terms Political, Economic, Social, Technological, Environmental and Legal. 1.        Provide a definition of the term “operating environment”.   6.        Conduct a SWOT analysis for each business unit. a.        Identify the Strengths, Weaknesses, Opportunities and Threats for each business unit.                                                                i.      In your discussion define, with reference to scholarly articles, the term “SWOT” analysis.   7.        Merger, Acquisition and Downsize. a.        Make recommendations for the future strategic merger, acquisition or downsizeof the corporation.                                                                i.      Provide advice on which business units to expand by acquiring similar business units from other corporations, and advice on which business units should be downsized or sold. 1.         Your advice should be supported by tables showing financial reasons for your advice. a.        In your discussion define, with reference to scholarly articles, the terms “merger”, “acquisition” and “downsize”.
Grading Criteria and Feedback

1.                    Hurdle requirement Pass/Not Pass:   No Marks are awarded in this criterion.	a.      The item has been presented in the medium of written English. Sentences are structured and conform to academic writing guidelines. The paper has an identifiable structure including an introduction, a main body, and conclusion. The paper follows the Harvard Referencing Style. The examiner can proceed with further assessment. b.      The item has not been presented in the medium of written English and the examiner cannot proceed with further assessment. Sentences are not structured and do not conform to academic writing guidelines. The paper does not have an identifiable structure including an introduction, a main body, and conclusion. The paper does not follow the Harvard Referencing Style.
2.                    Corporation Identification a.        The report identifies an organisation with product or service portfolios that span multiple business units. a.        SILO Examined: 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
b.        Each student has provided a separate business unit within the corporation. a.        SILO Examined: 2, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
3.                    Source of Sustainable Competitive Advantage a.        The report identifies the source of sustainable competitive advantage for each business unit. a.        SILO Examined: 1, 2, 5, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
b.        The report defines, with reference to scholarly articles, the four factors of sustainable competitive advantage. a.        SILO Examined: 1, 2, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
4.                    Corporation Revenue Centres a.        The report identifies which product and service lines are creating the largest revenues for the corporation.                                                                i.      SILO Examined: 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
b.        The report provides summary tables of the revenue for each business unit within the corporation.                                                                i.      SILO Examined: 4, 5, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
5.                    Diversification. a.        The report identifies which of the business units are related, which are related-constrained and which are unrelated.                                                                i.      SILO Examined: 1, 2, 4, 5, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
b.        The report defines, with reference to scholarly articles, the terms “related”, “constrained” and “diversification”.                                                                i.      SILO Examined: 1, 5, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
6.                    External Environment Analysis a.        The report identifies the Political, Economic, Social, Technological, Environmental and Legal operating environments for each business unit.                                                                i.      SILO Examined: 1, 5, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
b.        The report defines, with reference to scholarly articles, the terms Political, Economic, Social, Technological, Environmental and Legal.                                                                i.      SILO Examined: 1, 5, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
7.                    SWOT Analysis a.        The report conducts a SWOT analysis for each business unit.                                                                i.      SILO Examined: 1, 2, 4, 5, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
b.        The report defines, with reference to scholarly articles, the term “SWOT” analysis.                                                                i.      SILO Examined: 1, 2, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
8.                    Merger, Acquisition and Downsize. a.        The report makes recommendations for the future strategic merger, acquisition or downsizeof the corporation.                                                                i.      SILO Examined: 1, 2, 4, 5, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
b.        The report provides advice on which business units to expand by acquiring similar business units from other corporations, and advice on which business units should be downsized or sold.                                                                i.      SILO Examined: 1, 2, 4, 5, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
c.        The report provides advice supported by tables showing financial reasons for this advice.                                                                i.      SILO Examined: 1, 2, 4, 5, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
d.        The report defines, with reference to scholarly articles, the terms “merger”, “acquisition” and “downsize”.                                                                i.      SILO Examined: 1, 2, 6	a.      Comprehensive (4-5 marks) b.      Detailed (3.5-3.75 marks) c.       Effective (3-3.45 marks) d.      Adequate (2.5-2.75 marks) e.      Not Adequate (0-2 marks)
9.                    Examiner’s Comment. No marks are awarded in this criterion.

 

Assessment Task 3	Due Date	%	SILOs Assessed
Examination	Refer to the University Examination Timetable	40	01, 02, 03, 04, 05, 06
Submission Details
University regulated examination venue
Description of Task
Study Guide provided with grading criteria before the Study Vacation at end of Semester
Grading Criteria and Feedback
One two hour individual examination in a University administered venue.

 

Detailed Grading Criteria

Assessment Task1 – Individual Assignment

Detailed rubric to be provided.

Assessment Task2 – Group Assignment

Detailed rubric to be provided.

Assessment Task3 – Examination

Detailed study guide and rubric to be provided.
 

Assessment and Feedback - College/School/Discipline-specific information

All assessments and feedback are provided via the University LMS.

Schedule of Learning Activities

Session Plan

 

Week	Topic	Activity	Assessment %	Resources	SILOs	GCs
31	Strategic Management and Strategic Competitiveness	Seminar and Introduction		Hitt et al 5thed Ch1 ISBN 9780170227643	1, 2, 3	a, b, c, d, e, f g,
32	The external environment.	Seminar and Case Study		Hitt et al 5thed Ch2 ISBN 9780170227643	1, 2, 3	a, b, c, d, e, f g,
33	The internal organisation.	Seminar and Case Study		Hitt et al 5thed Ch3 ISBN 9780170227643	1, 2, 3	a, b, c, d, e, f g,
34	Business Level Strategy	Seminar and Case Study		Hitt et al 5thed Ch4 ISBN 9780170227643	1, 2, 3	a, b, c, d, e, f g,
35	Competitive Rivalry and Competitive Dynamics	Seminar and Case Study	Assignment 1 Due: 26 August 2016 11:55pm	Hitt et al 5thed Ch5 ISBN 9780170227643	1, 2, 3	a, b, c, d, e, f g,
36	Corporate Level Strategy	Seminar and Case Study		Hitt et al 11thed Ch6 ISBN 9780170227643	2, 3	a, c, d, f
37	Merger and acquisition strategies	Seminar and Case Study		Hitt et al 5thed Ch7 ISBN 9780170227643	1, 2, 3	a, b, c, d, e, f g,
38	International Strategy	Seminar and Case Study		Hitt et al 5thed Ch8 ISBN 9780170227643	1, 2, 3	a, b, c, d, e, f g,
39	Co-operative Strategy	Seminar and Case Study		Hitt et al 5thed Ch9 ISBN 9780170227643	1, 2, 3	a, b, c, d, e, f g,
40	Semester Break
41	Corporate Governance	Seminar and Case Study		Hitt et al 5thed Ch10 ISBN 9780170227643	1, 2, 3	a, b, c, d, e, f g,
42	Organisational Structure and Controls	Seminar and Case Study	Assignment 2 Due: 10 October 2016 11:55pm	Hitt et al 5thed Ch11 ISBN 9780170227643	1, 2, 3	a, b, c, d, e, f g,
43	Strategic Leadership	Seminar and Case Study		Hitt et al 5thed ISBN 9780170227643	2, 3	a, c, d, f
	STUDY VACATION
	CENTRAL EXAMINATION PERIOD

 

Learning Activity Details

Times and rooms are subject to change.  To view the full time and location details for learning activities in this subject, please ensure you seek further information available at. 
You should also regularly check [at least once per week]the subject’s LMS site(where applicable) for updated information.

Policies, Procedures and Guidelines

The University has a comprehensive policy framework to which both staff and students must adhere.  You should familiarise yourself with those policies, procedures and guidelines likely to affect you especially the following:
·         Academic Integrity
·         Academic Progress
·         Assessment and Feedback
·         Extension to Submission Dates
·         Late Submission of Assessment Tasks
·         Occupational, Health and Safety [OHS]
·         Privacy
·         Special Consideration
·         Student Charter
·         Use of Electronic Mail
The relevant policies, procedures and guidelines can be found on the website at: http://www.latrobe.edu.au/policy/

Academic Integrity

Academic integrity means being honest in academic work and taking responsibility for learning the conventions of scholarship.  La Trobe University views this seriously as evidenced by the following extract:
Academic honesty is a fundamental principle in teaching, learning, research and scholarship. The University requires its academic staff and students to observe the highest ethical standards in all aspects of academic work and it demonstrates its commitment to these values by awarding due credit for honestly conducted scholarly work, and by penalising academic misconduct and all forms of cheating.
Academic Integrity Procedures (2012, p. 1 of 6)
Academic misconduct includes improper referencing, plagiarism, copying and cheating.  You should familiarise yourself with your responsibilities in relation to Academic Integrity and if you have any questions, direct them to your Course Coordinator. Information can be found on the website at:http://www.latrobe.edu.au/students/learning/academic-integrity.
All hard copy assignments should be accompanied by the Academic Integrity Assignment Declaration Form available at:http://www.latrobe.edu.au/policy/documents/Assignment-Declaration-Form.pdf
For assistance with referencing visithttp://www.latrobe.edu.au/students/learning/academic-integrity/referencing-help

Special Consideration

Special Consideration is the term used to describe a process that applies an equity measure to ensure that where any temporary adverse circumstances beyond the control of a student, that impact negatively on that student’s ability to demonstrate their learning achievement for an assessment task, is taken into account.
Eligibility to apply for Special Consideration does not automatically imply eligibility to receive it.  Certain criteria must be satisfied in order to receive Special Consideration.
Please refer to the relevant policies, procedures and guidelines website at: http://www.latrobe.edu.au/policy/
Submission of special consideration applications for assignments, mid-semester tests and final examinations should be made online at: http://www.latrobe.edu.au/special-consideration

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Extensions, Late Submissions and Penalties

There are policies  and procedures  to guarantee fair, consistent and transparent treatment of late submission of assessment tasks provide equity around extensions to submission dates and penalties associated with not submitting assessment by the due date and time.
The University requires fair, consistent and transparent treatment of late submission of assessment tasks. The procedure for late submission is documented in the Late Submission of Assessment Tasks document (Ref. no. 112027D). It states:
 The standard penalty for late submission of assessment tasks is 5% of the marks for that task for each delay in submission of a day or partial day up to a maximum of five (5) working days after the due date. Assessment tasks will not be accepted after the earlier of the following occurrences:
·         The fifth (5th) working day after the due date; or
·         Feedback on the assessment task has been returned to any student by the Teaching Team member.
 These penalties apply only to individual assessment tasks worth 15% or more of the total assessment for the subject. Late submission of take home examinations is not permitted.
Submission of special consideration applications for assignments, mid-semester tests and final examinations should be made online at: http://www.latrobe.edu.au/?a=668155.
Please refer to the relevant policies, procedures and guidelines website at: http://www.latrobe.edu.au/policy/

 

Rules - College/School/Discipline-specific information

Student Complaint

La Trobe University is committed to an effective complaints handling mechanism for students in line with its policy of creating a harmonious and productive study environment. Feedback stemming from student complaints is a valuable source of information that helps the University improve the quality of its service.
You should lodge a complaint if:

• you are unhappy about something specific in your academic life (eg not enough seating in a lecture, staff not available during office hours, cancelled lectures...)
• you don't think 'the rules' (university policy or procedure) are being followed
• a university staff member has been rude or their behaviour to you was inappropriate
• you have a dispute about a process used during an appeal
• you have reported something to I&O, security or academic staff and you have not received a response after a reasonable amount of time
• you are a victim of bullying or harassment

For more information on student complaint process and to lodge a formal complaint visit: http://www.latrobe.edu.au/students/complaints

Student Learning Unit (SL)

The Student Learning Unit (SL) works closely with teaching staff in the Schools and on the Melbourne and regional campuses to ensure that all La Trobe students – including those from non-English-speaking backgrounds – develop high-level academic speaking, writing, reading, and numeracy skills required for successful learning in their courses.  For further information, please see the website at: http://www.latrobe.edu.au/students/learning/

Learning Management System (LMS)

The Learning Management System (LMS) is an Internet based system which allows you access to learning materials and to interact with other students and teaching staff in activities related to your studies from any location with Internet access.  Most subjects have a LMS site into which you are automatically added as part of your enrolment into the subject.
The LMS can be accessed at: https://www.latrobe.edu.au/lms/login/ by using your Username and Password provided to you on your Statement of Account.  If you are having trouble accessing the LMS or want to find out more about LMS, please see the website at: http://www.latrobe.edu.au/students/it/teaching/lms

Library

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Your Library offers many ways to support your study.  Play Library Quest lib.latrobe.edu.au/libraryquest  to discover more about how we can help, or visit our website and explore these essential resources:
·         Achieve@ Uni [latrobe.edu.au/students/support/achieve] –  learn important skills needed at university, includes finding and using information in your assessment tasks, referencing, reading, writing and presenting, academic language, and maths skills;
·         Assignment Calculator [latrobe.edu.au/library/assignment-thesis-support/assignment-calculator] – plan your assignment schedule and submit on time;
·         Referencing [latrobe.libguides.com/referencing]- understand why and how we reference, includes the four major styles;
·         Expert Help [latrobe.libguides.com] –provides expert discipline and specialist help; get help here with assessment tasks;
·         Live chat to library staff [lib.latrobe.edu.au/chat] –  live chat for help; during semester hours only;

Student Support Services

If you have special needs due to disability or other factors the Equality and Diversity Centre can provide advice and support.  This Centre can be contacted by telephone on (03) 9479 2900 (Melbourne); (03) 5444 7410 (Bendigo); (02) 6024 9628 (Albury-Wodonga); National Relay Service Deaf and Hearing Impaired:  T: 133677 (within Australia only).  Email: Equality@latrobe.edu.au or refer to the website at: http://www.latrobe.edu.au/equality/.

Peer Learning Advisers

Peer Learning Advisers (PLAs) are experienced students who can help you with assignment and thesis writing, maths and statistics and other academic skills. PLAs are friendly and approachable and come from many disciplines; e.g. health sciences, business or education. Their drop-in service is available at these campuses: Bundoora, Bendigo, Albury-Wodonga, Mildura and Shepparton. Their timetable is available online: latrobe.edu.au/students/learning/drop-in-learning-support.

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