No offerings have been identified for this subject in 2015
MGT539 Strategic Management (8)
AbstractThis subject introduces key practical and theoretical aspects of strategic management. While it cannot address all approaches to strategic management, it provides an overview of some of the key debates in strategic management and offers an effective introduction and orientation to the field. This will allow you the possibility to continue learning and developing your strategic management knowledge and skills well after you have completed this subject.
While there is a strong private sector focus to most of the material presented, the applicability and relevance of strategic management to the public and not-for-profit sectors should become readily apparent. |
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+ Subject Availability Modes and Location
Continuing students should consult the SAL for current offering details prior to contacting their course coordinator: MGT539
Where differences exist between the handbook and the SAL, the SAL should be taken as containing the correct subject offering details.
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Subject information| Duration | Grading System | School: |
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| One session | HD/FL | School of Management and Marketing |
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Enrolment restrictions
Available to Graduate Diploma of Management (Professional Practice) AGMC students only.
Not available to students who have completed MBA508 or MGT510. |
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| Incompatible subject(s) | Related subject(s) |
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| MBA508 MGT510 | MGT510 This subject is the basis for MGT539
MBA508 Content is substantially the same
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Learning OutcomesUpon successful completion of this subject, students should:
- be able to outline and interpret the evolution of ideas and practices leading to the development of strategic management and its relationship to other management practices and principles;
- be able to describe key processes and problems of general management at the strategic level;
- be able to describe the various components of strategic management and their inter-relationships;
- be able to critically evaluate the parts and the whole, of strategically appropriate relationships between people, processes, functions, structures and even organisations;
- be able to understand how functional areas such as marketing, finance, operations and human resource management should act conjointly toward the attainment of the organisations strategic aims and objectives;
- be able to understand the potential of strategic management vis-a-vis the realisation of organisational change and/or success in the private, public, and not-for-profit sectors;
- be able to communicate clearly your own perspectives based on evidence and research regarding strategic analysis, choice and implementation in this era of rapid change and relative uncertainty;
- be able to undertake internal and external strategic analysis;
- be able to assess strategic capabilities of organisations and their competitors;
- be able to think and act strategically and reflexively; and
- be able to produce strategic alternatives, evaluate them, and make recommendations from them;
- be able to identify and critique a number of roles in relation to the strategic management process.
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SyllabusThe subject will cover the following topics:
- A conceptual framework for strategic management
- The role of strategic managers
- Strategic Analysis
- Strategy formulation
- Strategy implementation
- Evaluation and control of strategy
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The information contained in the 2015 CSU Handbook was accurate at the date of publication: 01 October 2015. The University reserves the right to vary the information at any time without notice.
