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UNIVERSITY OF MASSACHUSETTS Dartmouth MGT 659 Strategic Management Course Outline On Line Spring 2010 Course Prescription Strategic Management is the process and practice of managerial decision making and implementation that seeks to create and maintain competitive advantage. In essence it determines the long term performance of a business and as such is the role of the senior executive members to refine but the responsibility of all to roll out. Included in the process is comprehensive environmental scanning, strategy formulation (strategic planning), strategy implementation, and monitoring. Students in this course will review how the strategic decision makers within an organisation first identify, define and analyse commercial problems and then develop practical and ethical solutions. It provides a practical guide for, and an initial experience in, strategy formulation and strategic management. Class time will be largely spent in lecture, discussion, case studies and experiential exercises. Students will learn from the theoretical literature, instructor, case studies, videos, research presentations, and from each other. The course materials explain and describe the different aspects, challenges, and stages of strategic management simply and clearly. Goals of the Course To examine and understand the nature and role of strategy, strategic management and strategic leadership within an organization. Learning Outcomes 1. To develop skills in strategic analysis, development and implementation. 2. To explore competing rationales relating to the nature and purpose of business. 3. To critically review the received wisdom on strategic management practice. 4. To review strategic decision-making practises in business. 5. To further develop the presentation skills required to effectively communicate strategic recommendations to important stakeholders. Competencies 1 The student will be introduced to: a. Diagnostic tools for enhancing self-awareness of thinking styles. b. The concepts of Strategy, Strategic Management and Strategic Leadership. 2. The student will understand: a. Why and how business strategies are formulated and implemented. b. The importance of Strategic Leadership to business success. 3. The student will be able to: a. Undertake an industry analysis. b. Generate, select and refine strategic options c. Develop strategic plans. d. Present written and oral business reports. Content Schedule Teaching Subject Readings/activities Learning Session/ Outcomes week preliminary critically review: 1,3 reading a. Nickols “Strategy Definitions and Meanings” b. Porter “What is Strategy?” 1. Introduction a. Introductions/expectations 1,3 1/25 b. Thinking Styles – individual exercise c. Nature of Strategy homework critically review: 2,3 a. O'Shannassy “Lessons from the Evolution of the Strategy Paradigm” b. Ghemawat “Competition and Business Strategy in Historical Perspective” 2. Strategy: a. Compare and contrast O’Shannassy and Ghemawat 2,3,4 2/1 Evolution b. Presentation Group formation homework critically review : 2,3 Industry Analysis the fundamentals Group report/presentations 3. Strategic Analysing the firm and business environment 2,3,4 2/8 Analysis homework critically review : 2,3,4 a. Kim and Mauborgne. “Blue Ocean Strategy” b. Christensen and Donovan “The Process of Strategy Development and Implementation” Group report/presentations 4. Strategic a. Designed to win 1,2,3,4,5 2/15 Formulation b. Compare and contrats Kim and Mauborgne “Blue Ocean Strategy” and Christensen and Donovan “The Process of Strategy Development and Implementation” homework critically review: 2,3,4 Camillus “Linking Strategic Vision and Managerial Action” Cohen and Cyert "Strategy; Formulation, Implementation and Evaluation" Group report/presentations 5. Strategy: a. implementing strategy 1,2,3,4,5 2/22 implementation b. Compare and contrast Camillus “Linking Strategic Vision and Managerial Action” and Cohen and Cyert "Strategy; Formulation, Implementation and Evaluation" homework critically review: 1,2,3,4 a. Goleman “What Makes a Leader” b. Kim and Mauborgne "Tipping point leadership" Group report/presentations 6. Strategic Role of “leadership” in strategic management 1,2,3,4,5 3/1 Leadership homework critically review: 1,2,3,4 a. Keer and Werther “TheNext Frontier in Corporate Governance: Engaging the Board in Strategy” b. Ingley and Wu “The Board and Strategic Change” Group report/presentations 7. Corporate a. Assignment 1: individual essay to be handed in 1,2,3,4,5 3/8 Governance and b. Corporate Governance role in strategy formulation Strategy c. Role of Board of Directors and strategy formulation homework critically review: 1,2,3,4,5 Drucker “What Makes and Effective Executive” Group report/presentations 8. SPRING BREAK 3/15 9. Top a. Top Management Teams and Strategy Formulation - 1,2,3,4,5 3/22 Management lecture Team and b. Role of Top Management Team and strategy formulation Strategy - discussion homework critically review: 1,2,3,4 a. Schoemaker “Scenario Planning: A tool for Strategic Thinking” b. “Scenarios: An explorers guide” Group report/presentations 10. Strategic a. The purpose and value of Strategic Management tools 1,2,3,4,5 3/29 Management b. Scenario Planning Tools homework critically review: 1,2,3,4 a. Kaplan and Norton “Using the Balanced Scorecard as a Strategic Management System” b. Kaplan and Norton “Building a Strategy-Focused Organization” Group report/presentations 11. Strategic The Balanced Scorecard 1,2,3,4,5 4/5 Management Tools homework critically review: 1,2,3,4 Hart. “Beyond Greening Strategies for a Sustainable World” Group report/presentations 12. Future The green challenge to business strategies 1,2,3,4,5 4/12 directions for Strategic Management homework critically review: 1,2,3,4 a. Park and Burrows “What You Don't Know About Dell” b. Arndt. “Up from the Scrap Heap” c. Burrows “Cisco's Comeback” Group report/presentations 13. Strategic a. Dell Strategic challenges 1,2,3,4,5 4/19 management b. US Steel Strategic challenges Case Studies c. Cisco’s strategic challenges homework critically review: 1,2,3,4 a. Crockett “Reinventing Motorola” b. Ante “The New Blue” c. Edwards, Ihlwan and Engardio “The Samsung Way” Group report/presentations 14 Strategic a. Motorola Strategic challenges 1,2,3,4,5 4/26 management b. IBM’s Strategic challenges Case Studies c. Samsungs strategic challenges homework Group report/presentations 1,2,3,4 15. Group a. Assignment 2 :Group report to be handed in 1,2,3,4,5 5/3 Presentations b. Assignment 3: Group presentations 16. Test 1,2,3,4 5/10 Learning and Teaching As a capstone course it is intended that teaching will integrate and draw on the core competencies of student’s previous study at the university. The course will commence by introducing students to the framework in which strategy is developed. Students will then examine how strategy moves down into all the functions of business. This will be achieved classroom discussion, individual assignments, the co-managing of a simulation company and in class tests. Teaching Staff: Dr Garry Clayton - Course Coordinator Office: CCB 101 Phone: 508 999 8261 E-mail: firstname.lastname@example.org Office hours: by appointment Course readings Recommended text: 1. Well, D.L “Strategic Management for Senior Leaders: A handbook for Implementation” http://unpan1.un.org/intradoc/groups/public/documents/ASPA/UNPAN002503.pdf added>>> Mintzberg, H “Crafting Strategy” at: http://www.politikkampagnen.de/politikkampagnen/documents/pdf/mintzberg_crafting- strategy_lisowski.pdf Articles: 1. Nickols,F. “Strategy Definitions and Meanings” http://www.freewebs.com/dangdinhtramstrategy/006.pdf 2. Porter, M “What is Strategy?” Harvard Business Review Nov-Dec 1996 http://my.execpc.com/~jpurtell/HBR-WhatisStrategy.pdf 3. O'Shannassy, T. “Lessons from the Evolution of the Strategy Paradigm” RMIT Working Paper http://mams.rmit.edu.au/tw3vg2dqx5n.pdf 4. Ghemawat,P “Competition and Business Strategy in Historical Perspective”, HBS Press, 1997 http://www.scribd.com/doc/8965078/P-Ghemawat-Competition-and-Business-Strategy-in-Historical- Perspective-2002# 5. Industry Analysis the fundamentals http://www.blackwellpublishing.com/grant/5thEdition/pdfs/CSA5eC03.pdf 6. Kim, W.C. and Mauborgne, R. “Blue Ocean Strategy” Harvard Business Review Oct 2004 http://www.courtenayhr.com/images/Blue%20Ocean%20Strategy.pdf 7. Camillus,J. “Linking Strategic Vision and Managerial Action : A Framework and Techniques for Strategy Implementation” 2002 http://www.forbesfunds.org/docs/CamillusFullReport_03.pdf 8. Christensen, C.M. and Donovan. T “The Process of Strategy Development and Implementation” http://www.innosight.com/documents/The%20Processes%20of%20Strategy%20Development%20and %20%20Implementation.pdf 9. Cohen, K and Cyert, C. "Strategy; Formulation, Implementation and Evaluation" The Journal of Business vol 46 no 3 Jul 1973 pp 349 367 http://www.fearp.usp.br/fava/pdf/CohenJournalofBusiness.pdf 10. Goleman,D “What Makes a Leader” in Harvard Business Review Jan 2004 http://urgenceleadership.lesaffaires.com/attachments/743_what-makes-leader_Goleman.pdf 11. Kim, W.C., Mauborgne, R. (2003), "Tipping point leadership", Harvard Business Review, Vol. 81 No.4, pp.60-9 http://www.odl.rutgers.edu/e-leadership/pdf/KimandMauborgne.pdf 12. Schoemaker, P.J.H “Scenario Planning: A tool for Strategic Thinking” Sloan Management Review; Winter 1995 http://www.fearp.usp.br/fava/pdf/scenarioplanning.pdf 13. “Scenarios: An explorers guide” http://www- static.shell.com/static/public/downloads/brochures/corporate_pkg/scenarios/explorers_guide.pdf 14. Kaplan, R.S. and Norton, D.P. “Using the Balanced Scorecard as a Strategic Management System” Harvard Business Review Jan-Feb 1996 http://portal.sfusd.edu/data/strategicplan/Harvard%20Business%20Review%20article%20BSC.pdf 15. Kaplan, R.S. and Norton, D.P. “Building a Strategy-Focused Organization” http://www.iveybusinessjournal.com/view_article.asp?intArticle_ID=286 16. Keer, J.L. and Werther,W.B (2008) “TheNext Frontier in Corporate Governance: Engaging the Board in Strategy” http://www.sciencedirect.com/science?_ob=ArticleURL&_udi=B6W6S-4S4BDDV- 1&_user=1709118&_rdoc=1&_fmt=&_orig=search&_sort=d&_docanchor=&view=c&_searchStrId=997 339947&_rerunOrigin=google&_acct=C000054287&_version=1&_urlVersion=0&_userid=1709118&m d5=22388ec9401fbde86bbc8f8567adc067 17. Ingley, C. and Wu,M. “The Board and Strategic Change: A Learning Organisation Perspective” International Review of Business Research Papers Vol.3 No.1. March 2007, Pp.125 -146 http://www.bizresearchpapers.com/Paper%2010.pdf 18 Drucker, P.F. “What Makes and Effective Executive” Harvard Business Review Jun 2004 http://www.grafitto.com/private/Harvard%20Business%20Review/Miscellaneous/Harvard%20Business %20Review%20-%20Effective%20Executive.pdf 19. Hart, S.L. “Beyond Greening Strategies for a Sustainable World” Harvard Business Review Jan- Feb 1997 http://www.stuartlhart.com/Content/Selected%20Publications/use_this_folder/Beyond%20Greening%2 0PDF.pdf Case Studies: 1. Park, A. and Burrows, P. “What You Don't Know About Dell” in Businessweek 3 November 2003 http://www.businessweek.com/magazine/content/03_44/b3856001_mz001.htm 2. Arndt,M. “Up from the Scrap Heap” in Businessweek 23 July 2003 http://www.businessweek.com/magazine/content/03_29/b3842072.htm 3. Burrows, P. “Cisco's Comeback” in Businessweek 24 November 2003 http://www.businessweek.com/magazine/content/03_47/b3859008.htm 4. Crockett,R.O. “Reinventing Motorola” in Businessweek 2 August 2004 http://www.businessweek.com/magazine/content/04_31/b3894122_mz063.htm 5. Ante, S.E. “The New Blue” in Businessweek 17 March 2003 http://www.businessweek.com/magazine/content/03_11/b3824001_mz001.htm 6. Edwards, C., Ihlwan,M. and Engardio,P. “The Samsung Way” in Businessweek 16 June 2003 http://www.businessweek.com/magazine/content/03_24/b3837001_mz001.htm Assessment Students will be required to complete ten reading logs worth 10% of the final grade (1% each), Take part in the weekly on line discussion worth 10% , an individual assignment worth 25 % of the final grade; a group report worth 20% of the final grade; participate in developing a ten minute group presentation worth 10% based on the group report and take a take home test worth 25% of the final grade. Activity Type Learning Outcome % course mark Reading logs Individual 1,2,3,4,5 10% Discussion Group 1,2,3,4,5 10% Assignments: 1. Individual ( 1500 word essay) 1,2,3,5 25% 2. Group report 1,2,3,4 20% 3. Group presentation 1,2,3,4,5 10% Test Individual 2 hours 1,2,3,4,5 25% Reading logs: For at least ten of the weekly readings you are required to post a “log” on line. While there is no format for the critically review the following questions will help guide you: a. what is the objective of the author/s? b. how does the author/s propose to achieve their objective? c. what did the author/s actually do? d. what do the author/s say they found out? e. what do these key points mean to me? f. what are the important cross references to other topics and readings in the course? Assignments: 1. In what ways are management practises improved in an organzation when strategic thinking is one of its core competencies? due 8 March 2010 2. Co-write a business report that critically evaluates the strategic options for a designated South Coast enterprise. due 3 May 2010 3. Co-present on the strategic direction best suited for the enterprise reported on for assignment 2. due 3 May 2010 Test: The test will be a take home, essay style open book expected to take 2 hours. due 10 May 2010 It will require students to demonstrate in integrated answers a mastery of the learning outcomes set. Program and Course Advice Students are required to critically examine the integrated practise of strategic management and strategic leadership within the United States business environment. It is expected that they will both know the practices of leading organizations and the significant contemporary business leaders of the United States.
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