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Know the campus emergency proceduresKnow the location of the nearest fire alarm call pointOn hearing alarm:

Leave room

immediatelyFollow EXIT signs

Assemble at emergency assembly areaFollow instructions from wardensDO NOT re ‐enter building until ‘All clear’ given

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Report it!Get form from Massey Contact, ASA office or your course administrator or

onlineWhy? So the matter can be investigated and prevented in future

If you injure yourself oncampus, in class, at the

gym, in the grounds,etc.

All staff, students, visitors and contractors are expected to abide by the smoking policy.Discipline may occur if the policy is breached

All University buildings are totally smoke free.Campus grounds are smoke free except for designated smoking areas.

The smoke free policy applies 24/7.

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Today’s session will cover:

Administrative issues

Assessments on this paper

Plagiarism

An overview of strategy

Organizational environments

Next week’s requirements

I am available for

individual consultations between 2pm and 4pm on Mondays.

Outside these hours, please contact and leave a message with Leslie Ext. 9115, or email me at:

w.kirkley@massey.ac.nz

Classes start PROMPTLY at

12pm and run till approx.

2pm every Tuesday.

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NOTE: I DO NOT correspond through Stream

Please make sure your emails are direct and

short.

All of my classes are INTERACTIVE‐ I want you

to HAVE FUN, CHALLENGE & CONTRIBUTE!

Log into Stream at

http://stream.massey.ac.nz with

your standard student ID and PINRefer to http://mymassey.com if you need to obtain these details or have lost your pin.

Select your paper from the list of options under the “Overview of Courses” page. If you encounter login problems please follow up with Massey Contact.

My name is Bill Kirkley and I wouldlike to take the opportunity asthe Paper Coordinator towelcome you to Strategy &Change – 152.341. I hope you’re

looking forward to the paperand that you find the course arewarding and valuable learning

experience.

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Critically analyse concepts and theories relevant to strategic management and organizational change.

Explain and evaluate the processes of strategy formulation and implementation and the processes for organizational change.

On successful completion of

the course the student

should be able to:

Conduct a strategic audit of an organization and its context as well as clearly communicating the results in written form.Produce a plan for organizational change and clearly communicate the plan in written form.

Apply appropriate methods of strategic and organizational analysis.

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Strategy: History, overview and introduction to key concepts;Development of the Mission and major goals for a business;

Strategic analysis;Strategy formulation at various levels;Strategy implementation

Organizational Change

In a broad context the

following areas will be

covered in this paper:

Value: 25%

Due date: 26 th March, 2012

Length: 1500 words

Format: Report

Purpose: To examine,

synthesize and assess the

concepts , issues and

implications of globalisation,

competitive advantage and

strategy formulation from a

New Zealand perspective

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Value: 25%

Due date: 21 st May, 2012

Length: 1500 words

Format: Change Plan

Purpose: To conduct an

organizational change

analysis and to produce an

organizational change plan

that facilitates the

implementation of a strategy

NOTE:THERE ARE NO EXTENSIONS

FOR ASSIGNMENTS!

IF IT IS LATE, THEN IT WILL NOT BE MARKED AND YOU WILL RECEIVE ZERO FOR THAT ASSIGNMENT!

Exam date: TBA June, 2012

50% of your overall paper weighting

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All assignments must be typedFont size ’12’, New Times Roman or Arial.Use one side of the page onlyAll pages numbered, your student ID on each pageDouble or 1.5 spacing

One inch margin on left and right side

Referencing using ‘APA’ format.Assignment cover sheet stapled to front

Correct spelling, punctuation and grammar.

See below.Stick to the topic – don’t waffle!Write in complete sentences.Use paragraphs and headings where appropriate.

This is a third year paper. The expectations regarding your spelling and grammar are now at a much higher level. Incorrect spelling and grammar will be penalised.

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“I know the work but don’t write assignments very well” “I paid good money for this course, I expect a good grade”

“I had

other

assignments

due on the same day” “I needed an extension, you didn’t give me one”“But I came to all the lectures”

I do not negotiate grades “I feel badly about my mark”“What can I do to get a better mark?”“I put a lot of time into writing my assignment”“But my friend wrote the same thing and got a higher mark”

YOUR ASSIGNMENT WILL NOT

BE MARKED AND YOU WILL

AUTOMATICALLY RECEIVE

ZERO AS A GRADE!

THERE ARE NO EXCEPTIONSTO

THIS RULE!

YOU MUST ATTACH AN

HONESTY DECLARATION

TO BOTH

YOUR

ASSIGNMENTS!

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If you copy directly from texts, journals, websites or other computer programs without acknowledging the author.If you copy the work of a fellow student or work together on an assignment and share formats / layouts etc.

If you use the ideas of others without acknowledging them.If you get someone else to write your assignment for you.If you download readymade assignments from the internet.If you use any material from any source without acknowledging its origin or author.

PLAGIARISM IS ‘INTELLECTUAL FRAUD’ AND A SERIOUS CRIME IN THIS UNIVERSITY!

THE PENALTY FOR PLAGIARISM IS NOT

NEGOTIABLE AND IT IS SEVERE!

IF YOU ARE SUSPECTED OR ARE FOUND GUILTY OF

PLAGIARISM YOUR ASSIGNMENT WILL NOT BE MARKED AND YOU WILL RECEIVE A ‘ZERO’

GRADE, PLUS YOU WILL BE EXCLUDED FROM

THE REST OF THE COURSE.

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Every student is required to sign an honesty declaration on

the cover sheet of their assignment to verify that it is your

own work.

Your assignment WILL NOT BE MARKED and you will

receive a zero grade if you do not attach and sign this

declaration.

You must fully complete the declaration CORRECTLY with

all relevant information and sign it.

Study the ‘Writing Guidelines’ textbook in detail.

Your list of sources for referencing should always be

done in APA format

Lists of sources are always in alphabetical order.

Refer to ‘Writing Guidelines’ and learn how to cite,

quote and make reference to textbooks, journals,

newspaper articles, study notes, websites and personal

conversations.

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Contact Advocacy Coordinator09 443 9781

advocacy@asa.ac.nzwww.asa.ac.nz

Help people have their say

Get brave, put your hand up and let the class know you are keen to be their CLASS REPRESENTATIVE.

As a Class Representative you will get training, learn useful skills and get to know what’s going on at the University.

Register at www.asa.ac.nz/classrep

Visit the ASA office Bldg 90 Oteha Rohe to find out more.

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Understand the development of

strategic thought

Know the current theoretical

perspectives on strategy

Defining ‘strategy’

Understand the levels of strategy

within an organisation

500 BC ‐ Sun Wu

(aka Sun Tzu) “The Art of War”1920’s – planning systems1950’s – business policy systems1980’s – strategic management1990’s – strategic thinking

2000’s – emergent strategies ?

Derived from the Greek word

‘Strategos’ meaning the

‘Art of the General’

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Anti-trust laws enc ourag ed dive rsified g rowth and

developm ent of giant conglome rates

This c reated a need for c orporate strategy tools:BCG Ma trix

Profit Impac t of Market Strateg y (PIMS)

Environme ntal unce rtainty reduce d the va lue of long-

range p lanning

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Michael Porter’s contribution to strategy

› Firms can influence both the conduct and structure of their industry

› There are ‘Five Forces’ that affect competition within an industry

› There are only three ‘generic strategies’Low delivered costDifferentiationFocus

› Nations can develop competitive advantage

Industry analysis and market positioning were not enough to maintain competitive advantage, because:

US firms unable to compete with Japanese companies using efficient and effective operational processes based on TQMNo means of strategy implementationA developing understanding that strategy could be developed from within using core competenciesHeterogeneity of firms seen as the source of competitive advantage

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Industry a na lysis and RBV provide static ana lysis of

c urrent p osition

Do not a dd ress future c om pe tition a nd d evelop me nt

of future resource s and c ap ab ilities

Internal system s and p roc esses influenc e

de velopm ent of strateg y

‘Lea rning organisations’ are be tter ab le to develop

dynamic ca pab ilities

Strategy is about:

decision making

long ‐term impacts

integration and focus

implementation of decisions

creating value for customers and key stakeholders

outperforming competitors

Needed by ALL organisations, not just companies or profit ‐

making entities

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‘Those decisions which have high medium ‐term to long ‐term impact on the activities of the organisation, including the analysis

leading to

the

resourcing

and implementation of those decisions, to create value for customers and key stakeholders and to outperform competitors.’

Strategy as a decision ‐making process is defined as:

A strategy is a

plan of action

based on a series of measures

intended to accomplish a long ‐term goal or vision.

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Corporate strategy› The portfolio mix of businesses held by a multi ‐business organisation/corporationBusiness strategy

› Positioning in an industry relative to competitors to create sustainable competitive advantageFunctional strategy

› How functions of the business contribute towards achieving the business strategy

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The sole purpose

of strategy is to

achieve a competitive advantage.

Firms need to stretch themselves for the future, not simply create internal fit through improved efficiencyInnovation is necessary for survival in an unpredictable

environmentGrowth is necessary just to maintain positionAs the speed of change increases, competition increases leading to ‘hyper ‐competition’Greater acceptance that firms are ‘complex adaptive systems’ and that chaos theory applies to strategyThe development of the balanced scorecard and strategy maps to link the variety of activities and measures important to assess performance

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Strategies may be looked at as either a priori statements to guide action or a posteriori results of actual decision making (Mintzbe rg & Quinn, 1991, p. 6).

A genuine strategy is always needed when the potential actions or responses of intelligent opponents can seriously

affect the

endeavour’s

outcome – regardless of that endeavour’s organisational level in the total enterprise (Mintzberg & Quinn, 1991, p. 6).

Strategy requires unique

ideas that can be quickly

converted into practical

competitive advantage.

The task of strategy is to create a corporate

future by identifying, innovating or

exploiting opportunities well

ahead of any competitors.

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Thinking}Analysis

Action}

Informationgathering

internalexternal

InformationanalysisStrateg yformulation

Dec ision m akingImplementingMonitoring

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Strategic Management

is the application of

strategic thinking

to the job of

leading an organization.

1. Formulation of the

organization’s future

mission.

2. Development of

competitive strategy.

3. Creation of an

organizational structure.

It entails attention to the ‘big picture’ and the willingness to adapt to changing circumstances. It

comprises three elements:

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Reference will be made to the Strategic Management

process rather than the Strategic Planning process.

There is more to Strategic Management than just the

planning process.

Implementation of the strategic plan is equally, if not more

important than the plan.

1. Having a definite purpose in

mind.2. Understanding the environment

and the forces that will impede

or fulfil that purpose.

3. Creativity in developing effective

responses to those forces.

Strategic thinking means making an assessment using three key requirements:

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Number of concurrent issues

The Past The Future

The Concrete

The Abstract

The average person today thinks mainly in concrete

terms about one issue at a time

Number of concurrent

issues

The Past The Future

The Concrete

The Abstract

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The starting point is usually something that has happened

in the internal or external environment.

A fundamental element of strategic thinking is creativity.

There are some basic steps involved in strategic thinking.

Strateg ic thinking c anno t betaught bec ause it c annot bebroken do wn into repe atab le

unc hang ing steps;A funda mental element ofstrateg ic thinking is creativity – initself infinitely complex;

Strateg ic thinking requires a searc hfor patterns in unrelated areas,unique c om binations of seem inglyc ontrary c onditions and aninnovative mind to see thepossibilities ahead.

“Unless you’re the lead dog, the scenery never changes” (Old Alaskan saying)

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First ‐ You have to know where you want to end up.

Second ‐ Flesh out the routes, elaborate on the

possibilities and revise them.

Third ‐ Stand back from your plan and look at it

objectively.

Strategic Planning is a disciplined effort

to produce fundamental decisions and actions that

shape and guide what an organization is, what it

does and why it does it, with a focus on the future.

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Strategic planning assumes that an organization must

be responsive to a dynamic, changing environment.

Long‐range planning means the development of a plan

to accomplish a set of goals over a period of several

years, based on current knowledge about future

conditions, which are sufficiently reliable.

Strategic planning is only useful

if it supports strategic thinking and

leads to strategic management ‐

the basis for an effective organization.

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It is not about trying to predict the future – it IS

about trying to create a future.

It is not a substitute for the exercise of good

judgement by leadership – it IS about having the

courage of one’s convictions to see it through.

It does not typically flow smoothly from one stage to the next – it is often disrupted, derailed, altered

or indeed thrown away entirely.

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Business level strategies

Corporate level

strategies Global / International

strategies

Intended strategies

Emergent strategies

Strategic management is an ongoing and

iterative (often reviewed) process.

It must be pro ‐active and reactive to be of

benefit.

It requires strong leadership in formulating

strategic direction for the business.

Some aspects of strategic thinking arise from

intuition rather than from rational analysis.

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Well informed and widely read.

Skilled at allocating their time and energy.

Good politicians ‐ can build consensus in the face of

stiff opposition or conflict.

Experts at being imprecise ‐ they don’t get bogged

down in detail.

Able to push through programs in a piecemeal

fashion.

Research clearly indicates that the measure of strategic

success in an organization increases significantly when

one follows a disciplined and highly participatory

strategy formulation and implementation process.

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By next week:

1. Purchase your text book and read chapters 1 & 2.

2. Download the Handbook for this course from Stream

3. Download lecture one notes from Stream

4. Read through any relevant material regarding

strategic management.