MGT573 Strategic Practice (8)

This subject introduces some of the key practical and theoretical aspects of strategic management for those working in the IT field. It provides an overview of key forces and debates that have produced, and continue to influence the development of, strategic management. Potential benefits and limitations of strategic management will be addressed. This approach allows for the development of knowledge and skills in the areas of strategic analysis, strategic choice and strategic implementation.

Availability

Session 1 (30)
Online
Bathurst Campus

Continuing students should consult the SAL for current offering details: MGT573. Where differences exist between the Handbook and the SAL, the SAL should be taken as containing the correct subject offering details.

Subject Information

Grading System

HD/FL

Duration

One session

School

School of Management and Marketing

Enrolment Restrictions

This subject is available only to students enrolled in the Master of Management (Information Technology)(Articulated Set); or Master of Business Administration (Computing); or Graduate Certificate in Professional Sales; or Master of Project Management; or Master of Management (Chartered Marketer).

This subject is not available to students who have completed MBA508 and/or MGT510.


 

Assumed Knowledge

MGT501 or MGT571

Subject Relationships

MGT510 Significant overlap in content
MBA508 Significant overlap in content

Incompatible Subjects

MBA508, MGT510

Learning Outcomes

Upon successful completion of this subject, students should:
  • be able to outline and explain the evolution of ideas and practices leading to the development of strategic management of information technology and its relationship to other management practices and principles;
  • be able to describe and organise the various components of strategic management and their inter-relationships;
  • be able to critically evaluate the parts and the whole, the importance of developing strategically appropriate relationships between people, processes, functions, structures and even organisations;
  • be able to identify and evaluate how functional areas such as marketing, finance, operations and human resource management should act conjointly toward the attainment of an organisation's strategic aims and objectives;
  • be able to describe and critique the process of strategic management for the realisation of organisational change and/or success in the private, public, and not-for-profit sectors;
  • be able to undertake internal and external strategic analysis;
  • be able to produce strategic alternatives, evaluate them, and make recommendations from them; and
  • be able to demonstrate a capacity to play a number of roles in relation to strategic management.

Syllabus

This subject will cover the following topics:
  • Introduction to strategy and strategic management
  • Strategic planning
  • IT strategic planning
  • The external environment focus
  • The internal environment focus
  • The changing strategic context
  • Critical evaluation of strategic management
  • Strategic intent and corporate advantage
  • Strategic management of information technology
  • Strategic change
  • Strategic implementation and leadership
  • Leadership requirements for strategic change
  • Implementation and evaluation of strategic change

The information contained in the CSU Handbook was accurate at the date of publication: January 2020. The University reserves the right to vary the information at any time without notice.

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