Availabilities:

LocationDomesticInternational
OnlineSession 2Session 2
Papua New Guinea - IBSU Port MoresbyN/ASession 2

Unit description

This unit develops a critical understanding of the theories of strategic management, as well as their application within different contexts. Therefore, critical issues of strategic leadership are examined including organisational leadership theories; such as, ethics policy, corporate social responsibility and governance. Alternative conceptions of strategic HRM are also covered.

Unit content

Topic 1: What is strategy: mission, values, time horizons.
Topic 2: Critical review of all approaches to strategy.
Topic 3: An introduction and critical review of RBV.
Topic 4: Introduction to strategic HRM.
Topic 5: Implementing strategic HRM: Is it best practice, best fit (contingency) or an amalgamation/ extension of RBV literature.
Topic 6: A critical review of best fit, best practice and RBV literature and the approach to strategic HRM.
Topic 7: HRM behaviour in Globalisation: Theory of development, ethnocentric, globalisation theories. What is the role of the HR manager?
Topic 8: Using RBV to strategise (public, private/non-profit, SME).
Topic 9: Strategic leadership.
Topic 10: Ethics in a strategic HRM context.

Learning outcomes

Unit Learning Outcomes express learning achievement in terms of what a student should know, understand and be able to do on completion of a unit. These outcomes are aligned with the graduate attributes. The unit learning outcomes and graduate attributes are also the basis of evaluating prior learning.

GA1: Intellectual rigour, GA2: Creativity, GA3: Ethical practice, GA4: Knowledge of a discipline, GA5: Lifelong learning, GA6: Communication and social skills, GA7: Cultural competence
On completion of this unit, students should be able to:GA1GA2GA3GA4GA5GA6GA7
1Discuss and critically review theoretical approaches to strategy.Intellectual rigourEthical practiceKnowledge of a discipline
2Identify and critically review literature about the Resource Based View (RBV) and apply this to organisational strategy.Intellectual rigourEthical practiceKnowledge of a discipline
3Discuss strategic leadership in relation to CEO's, charismatic and transformational leadership, worldly leadership and leadership in cyberspace.Ethical practiceKnowledge of a disciplineCultural competence
4Demonstrate an understanding of strategic HRM and HRM within the global context.Ethical practiceKnowledge of a disciplineCultural competence
5Discuss HRM behaviour and ethics.Ethical practiceKnowledge of a discipline
6Propose, critically evaluate and justify an ethical leadership role for HRM practitioners in the 21st century organisation.Intellectual rigourEthical practiceKnowledge of a disciplineCultural competence
7Propose, critically evaluate and justify the contribution that HRM practitioners can make to organisational strategy within alternative theoretical approaches.Intellectual rigourEthical practiceKnowledge of a discipline

On completion of this unit, students should be able to:

  1. Discuss and critically review theoretical approaches to strategy.
    • GA1: Intellectual rigour
    • GA3: Ethical practice
    • GA4: Knowledge of a discipline
  2. Identify and critically review literature about the Resource Based View (RBV) and apply this to organisational strategy.
    • GA1: Intellectual rigour
    • GA3: Ethical practice
    • GA4: Knowledge of a discipline
  3. Discuss strategic leadership in relation to CEO's, charismatic and transformational leadership, worldly leadership and leadership in cyberspace.
    • GA3: Ethical practice
    • GA4: Knowledge of a discipline
    • GA7: Cultural competence
  4. Demonstrate an understanding of strategic HRM and HRM within the global context.
    • GA3: Ethical practice
    • GA4: Knowledge of a discipline
    • GA7: Cultural competence
  5. Discuss HRM behaviour and ethics.
    • GA3: Ethical practice
    • GA4: Knowledge of a discipline
  6. Propose, critically evaluate and justify an ethical leadership role for HRM practitioners in the 21st century organisation.
    • GA1: Intellectual rigour
    • GA3: Ethical practice
    • GA4: Knowledge of a discipline
    • GA7: Cultural competence
  7. Propose, critically evaluate and justify the contribution that HRM practitioners can make to organisational strategy within alternative theoretical approaches.
    • GA1: Intellectual rigour
    • GA3: Ethical practice
    • GA4: Knowledge of a discipline

Prescribed texts

  • Boxall, P & Purcell, J, 2016, Strategy and Human Resource Management , 4th edn, Palgrave Macmillan, New York. ISBN: 9781137407634.
Prescribed texts may change in future study periods.

Teaching and assessment

Teaching method
Lecture online 1 hour (12 weeks)
Assessment
Online study group structured tasks20%
Essay40%
Exam: closed book40%

Teaching method
Workshop on-site
Assessment
Online study group structured tasks20%
Essay40%
Exam: closed book40%
Notice

Intensive offerings may or may not be scheduled in every session. Please refer to the timetable for further details.

Southern Cross University employs different teaching methods within units to provide students with the flexibility to choose the mode of learning that best suits them. SCU academics strive to use the latest approaches and, as a result, the learning modes and materials may change. The most current information regarding a unit will be provided to enrolled students at the beginning of the study session.

Fee information

Domestic

Commonwealth Supported courses
For information regarding Student Contribution Amounts please visit the Student Contribution Amounts.
Commencing 2020 Commonwealth Supported only. Student contribution band: 3

Fee paying courses
For POSTGRADUATE or UNDERGRADUATE full fee paying courses please check Domestic Postgraduate Fees OR Domestic Undergraduate Fees

International

Please check the international course and fee list to determine the relevant fees.

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