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MGT 659 Strategic Management Dartmouth Spring 2010

VIEWS: 25 PAGES: 6

									                      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:      gclayton@umassd.edu
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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