Course Title: Contribute to strategic direction

Part B: Course Detail

Teaching Period: Term1 2010

Course Code: BUSM5504C

Course Title: Contribute to strategic direction

School: 650T TAFE Business

Campus: City Campus

Program: C5130 - Diploma of Business

Course Contact : Dr John Gionea

Course Contact Phone: 613-9925 5490 mobile 0405 187

Course Contact Email:john.gionea@rmit.edu.au


Name and Contact Details of All Other Relevant Staff

Arie Herrnstadt, Course Coordinator
+61 3 9925 5897
arie.herrnstadt@rmit.edu.au

David de Garis
+61 3 9925 5464
david.degaris@rmit.edu.au

Nominal Hours: 70

Regardless of the mode of delivery, represent a guide to the relative teaching time and student effort required to successfully achieve a particular competency/module. This may include not only scheduled classes or workplace visits but also the amount of effort required to undertake, evaluate and complete all assessment requirements, including any non-classroom activities.

Pre-requisites and Co-requisites

NONE

Course Description

This course covers the establishment of the strategic direction of the organization to both sustain competitive advantage and enhance global competitiveness.  It aims to  provide students with an understanding of the macroeconomic environment and enable them to identify and explain movements in aggregate economic variables and their effects upon economic activity and business planning. This includes an examination of government monetary, fiscal and external policy.


National Codes, Titles, Elements and Performance Criteria

National Element Code & Title:

BSBMGT601A Contribute to strategic direction

Element:

BSBMGT601A/01 Contribute to the creation and/or review of the organisational mission statement

Performance Criteria:

• Effective relationships are developed with stakeholders through consultation
• Organisational direction and values are developed and agreed upon
• Support is gained for strategic direction from all relevant stakeholders.

Element:

BSBMGT601A/02 Analyse the external environment

Performance Criteria:

• Information requirements are determined and research undertaken or commissioned to deliver relevant information
• Research provides appropriate information to assist in the prediction of social, political, economic and technological developments in a global context
• Advice sought from appropriate experts wherever necessary
• Emerging and predicted trends are analysed for business opportunities
• Business opportunities and obstacles are documented and analysed
• The analyses are based on valid, reliable information and the methodology is cost effective
• Future activities and potential interests for the organisation and other relevant groups, are identified
• Steps to influence, modify and adapt to the external environment are identified

Element:

BSBMGT601A/03 Undertake competitive analysis

Performance Criteria:

• Existing and potential competitors and allies are identified
• Strengths and weaknesses of existing and potential competitors and allies are documented
• Potential for joint ventures and/or strategic alliances is explored
• Analytical methods are cost effective
• Cases for co-operative ventures are supported by risk and cost/benefit analyses, are consistent with organisation mission and values, and provide for appropriate due diligence
• Evaluation of competitive environment takes account of current trends and developments

Element:

BSBMGT601A/04 Analyse and review organisation's capabilities

Performance Criteria:

• Opportunities are provided for input to the analysis from people throughout the organisation
• Organisation's existing resources (tangible and intangible) are evaluated thoroughly
• Capabilities are identified and documented and ranked in terms of sustainable competitive advantage
• Value chain analysis is completed across the organisation and competitive advantages and disadvantages are identified
• Core competencies are identified and evaluated in terms of sustainable competitive advantage and global opportunities
• The mission, vision and purpose are consistent with the organisation's stated values, and are realistic but challenging.


Learning Outcomes


As per the performance elements above.


Details of Learning Activities

Week 8 Progress assessment on major assignment; key environmental factors and competitive analysis CA 20%

Week 15 Research project undertaken in groups that will require students to undertake strategic analysis that contributes to the direction of an organisation. Groups will be required to analyse economic and non-economic factors, undertake competitive analysis on behalf of the organisation and to make recommendations. CA 30%

Week 17 Questions and/or case study-based test on all course elements. 50%


Teaching Schedule

Week No.Topics / Learning ActivitiesAssessment Tasks / Elements
1 – 8th FebBasic concepts and introductionElement 2
2 – 15th FebBasic concepts and introductionElement 2
3 – 22nd FebAnalyse external environment; economic factorsElement 2
4 – 1st March                           Analyse external environment; economic factors, non-economic factors                                                          Element 2, 3
5 – 8th MarchAssignment (30 %) given to students. Assignment submission due Week 14.Element 1-4
15th MarchAnalyse external environment; economic factorsElement 2, 3
7 – 22nd March              Revision 
8 – 29th MarchAssessment 1Elements 2, 3
9 – 12th AprilUndertake competitive analysis, macroeconomic management                                                              Elements 2, 3                                            
10 – 19th AprilUndertake competitive analysis, macroeconomic managementElements 2, 3
11 – 26th AprilUndertake competitive analysis, government economic policyElements 2, 3
12 – 3rd MayUndertake competitive analysis, government economic policyElements 2, 3
13 – 10th MayUndertake competitive analysis, government policy that impact on strategic direction of an organisationElements 2, 3
14 – 17th MayUndertake competitive analysis, government policy that impact on strategic direction of an organisation
Assignment (30%) due
Element 1, 2, 3 and 4
15 – 24th MayAssessment 2Assessment 2
Elements 1,2,3 and 4
16 – 31st MayRevision 
17 – 7th JuneFinal Class Test Assessment 3 – 50%


Learning Resources

Prescribed Texts

Nil


References


Other Resources

Nil


Overview of Assessment

Assessment will incorporate a variety of methods including class tests and a group assignment.
Class tests will be closed book consisting of multiple-choice questions, short answer questions and case studies. The assignment will include a combination of basic research questions and questions that analyse, evaluate and reinforce and assess the performance criteria of the course.

You will receive ongoing feedback on your progress in the course. Feedback on assessment will be given in a timely manner. You will be informed about how to improve your performance in the competency/course and what you need to do to be deemed competent or to gain a pass in the assessment.


Assessment Tasks

Assessment 1: Progress report on major assignment; key environmental factors and competitive analysis

Group assignment – Week 15 Research project undertaken in groups that will require students to undertake strategic analysis that contributes to the direction of an organisation. Groups will be required to analyse economic and non-economic factors, undertake competitive analysis on behalf of the organisation and to make recommendations.

Final Test – Week 17 Questions and/or case study-based test on all course elements


Assessment Matrix

BSBMGT601A – Contribute to strategic direction Assessment 1 - Week 8
CA 20% 
  Group assignment –
Week 15 CA 30%
 Final test – Week 17 50%
Element 1: Contribute to the creation and/or review of the organisational mission statement Yes 
Element 2: Analyse the external environment
YesYes 
Element 3: Undertake competitive analysisYesYes 
Element 4: Analyse and review organisation’s capabilities Yes 

Other Information

Nil

Course Overview: Access Course Overview