Syllabus PMGT 610 Strategic Mgmt Spring 2015 (Rev 01 12 15)

8/19/2019 Syllabus PMGT 610 Strategic Mgmt Spring 2015 (Rev 01 12 15)

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Syllabus (revised 01/12/2015)

Course Title: Strategic ManagementCourse Number: PMGT 610Semester: Spring 2015

Instructor

Instructor: Dr. Nadine L. BurnsideEmail: [email protected]: 301 297-9641Online Office Hours: Monday through Saturday 7:00 pm – 8:00 pm (ET)

Welcome to our Course!

First, let me introduce myself. I am Dr. Nadine Burnside. I received my doctorate degree in Organizationand Management with a specialization in Human Resources. Moreover, I am a practitioner in the fieldsof business, strategic management, organization effectiveness and human resources. I look forward tosharing my experiences as well as learning about yours. Collectively, we have a wealth of knowledge.

Together we will embark on a journey of exploration, discovery, enlightenment, sharing, and learning.Specifically, we will examine the full spectrum of strategic management from determining what isstrategy through implementing strategy to gain and sustain competitive advantage within a globalcontext. Moreover, we will explore a less emphasized topic of sustainability and how it impacts anorganization’s triple bottom line (management of traditional profit/loss; management of socialresponsibility; and management of environmental responsibility). Finally, we will engage in usingvarious strategic management tools and methods to critically analyze an organization’s strategy, culture,operations, competitors, and the larger industry. I am looking forward to a stimulating and rewardingcourse engagement.

Main Course Topics

1. Introduction to Strategic Management2. Corporate Governance3. Social Responsibility and Ethics in Strategic Management4. Globalization, Innovation and Sustainability5. Environment Scanning and Industry Analysis6. Internal Scanning (Organizational Analysis)7. Strategy Formulation8. Strategy Implementation9. Strategic Leadership10. Evaluation and Control11. Strategic Audit

Key Learning Objectives

At the conclusion of this course, you will be able to do the following:

Interpret and examine the concepts of strategic management, research and theories. Increase capacity to think strategically about a company, its business position, and how it can gain

sustainable competitive advantage.

Build skills in using various strategic analysis tools and models to conduct internal and externalstrategic analysis in a variety of industries and competitive situations.


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Craft business strategy by reasoning carefully about strategic options, evaluating action alternatives,and initiating changes necessary to keep the strategy responsive to internal and external forces.

Improve ability to manage the organization process for strategy formulation, execution, andevaluation of organizational performance.

Interpret the relationship between culture and strategy and strategy’s impact on globalization,innovation, and sustainability.

Enhance managerial judgment in understanding stakeholders, assessing business risk, and beingperceptive of competitive challenges within a global perspective.

Be more conscious about the importance of ethical principles and corporate social responsibility(organizational and global) and understand their impact to the triple bottom line (sustainableenvironmental performance, corporate social responsibility, and organizational value).

Course Format

Learning strategies include readings, group discussions, e-Activities, case studies, and experientialexercises. The primary teaching approaches are the following:

Asynchronous discussions using the Socratic method. Named after the classical Greekphilosopher Socrates, the Socratic method stimulates critical thinking and allows students to

present opposing arguments or viewpoints in the form of inquiry and debate. Case method, which enables the student to serve in the role of decision-maker for real-life

business and management situations. The case method approach empowers students to applythe theories, concepts, and practices of strategic management. Moreover, critical thinking skillsare applied as students assess an organization’s internal and external environment, craftstrategy, balance stakeholder expectations, consider and compare/contrast alternative coursesof actions, probe underlying issues, and suggest recommendations or strategies that address thesituations of the case.

PowerPoint lectures with audio Periodic WebEx meetings

Podcast and Videos Assigned readings (textbook, articles, case studies, online links)

Graded work includes discussion forums, four case write-ups, and final project

Required Readings

Required Textbook:

Wheelen, Thomas, L., Hunger, David J., Hoffman, Alan N., and Bamford, Charles B. Strategic Managementand Business Policy: Globalization, Innovation, and Sustainability , 14th Edition. New Jersey: Pearson,2015. (ISBN: 978-0133126143)

The textbook is also available as an eTextbook. The eTextbook format may be a great advantage. Youcan access the book from any smart device and have full functionality for tasks such as note taking,highlighting, and printing of notes. The ISBN for the eTextbook is 139780133126433.

The textbook and the eTextbook can be rented or bought at the following websites:

At amazon.com the hardcopy book can be rented for $42.80 for a semester. An additional 15 days wouldcost $10.70. Also, students have the option to rent for another semester for about $39.00.VitaSource/CourseSmart offers a 180-day rental of the eTextbook for $68.99. Ecampus.com offers thesemester rental for $68.77 (hardcopy) and the 180-day eTextbook rental for $82.99. Chegg.com offers180-day eTextbook rental for $89.49. Finally, Bookrenter.com offers the 90-day rental for $53.29 and125-day rental for $57.30. (NOTE: The costs are subject to change. Please visit the website for the latest


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pricing).

Articles:

Articles can be accessed within GoucherLearn under the applicable week.

Week 1

Hambrick, Donald C., and James W. Fredrickson. 2005. "Are You Sure You Have a Strategy?" Academy of

Management Executive 19, 4:51-62.

Porter, Michael E. 1996. "What Is Strategy?" Harvard Business Review 74, 6: 61-78.

Week 3

Porter, Michael E. 2008. "The Five Competitive Forces that Shape Strategy." Harvard Business Review 86,

1: 78-93.

Week 4

Prahalad, C. K., and Gary Hamel. 1990. "The Core Competence of the Corporation." Harvard Business

Review 68, 3: 79-91.

Week 7Porter, Michael E. 1987. "From Competitive Advantage to Corporate Strategy." Harvard Business Review

65, 3: 43.

Week 9

Taggart, James H. 1998. "Strategy Shifts in MNC Subsidiaries." Strategic Management Journal 19, 7: 663.

Yaprak, Attila, Xu Shichun, and Erin Cavusgil. 2011. "Effective Global Strategy Implementation."

Management International Review (MIR) 51, 2: 179-192.

Resource Websites and eMaterials:

Descriptions and URL’s for resource websites will be available within GoucherLearn under the applicableweek. Also, a variety of electronic materials will be accessible within the course (web content, videos,

podcasts are examples).

Grading

Grading System – The final grade will be based on the following three areas:

1. Discussion Boards (15%) – up to 240 points (Students earns up to 10 points for each discussionboard; there are 24 discussion boards over the 14 weeks

2. Short Case Write Ups (39%)– up to 640 points. There are four case write ups and students earn upto 160 points for each case analysis

3. Final Project (46%) – Strategic Audit of an Organization – 760 points

Course Elements Percent [or points]

Discussion and participation (discussion boards) 15% (up to 240 points)

Four Short Case Write-ups 39% (up to 640 points)

Final project 46% (up to 760 points)

TOTAL 100%

Grade Scale:


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A 95 - 100% (1558-1640 points)

A- 90 - 94% (1476-1557 points)

B+ 87 – 89% (1427-1475 points)

B 83 – 86% (1361-1426 points)

B- 80 – 82% (1312-1360 points)

C+ 77 – 79% (1263-1311 points)

C 73 – 76% (1197-1262 points)

C- 70 – 72% (1148-1196 points)

D 60 – 69% (984-1147 points)

F 59% (983 points and below)

Grading rubrics are available for each gradable item and are included in this syllabus. NOTE: Thegrading rubrics for the writing assignments as well as the descriptions of the assignments are also in thecourse (GoucherLearn).

Class Discussions/Participation (Discussion Boards) – up to 240 points – 15% of Grade

Class discussions (participation) involve posting a minimum number of substantial, separate, anddistinct messages to various Discussion Board forums. Each Discussion Board is worth a maximum of10 points. Students must have a total of two (2) posts per Discussion Board. For each Discussion Board,the minimum two postings consist of your original post and one different comment to a studentcolleague. I encourage multiple and varying perspectives (representative of meaningful and criticalthinking) to be provided in response to postings.

For the purpose of this class, a substantial message/post must:

a. Be your own work; factually correct; and provide an analytic explanation of a concept orconcepts related to the material discussed in the forum or demonstrate how a concept can be applied bydetailing analytical and evaluative strategies (up to 4 Points). The post should help your classmates and

yourself learn the material. Off-topic messages will not earn credit. Do not plagiarize from any source(internet, textbook, etc.). Study the concept and then express it in your own words and provide theappropriate in-text and reference citations. A response to a Discussion Board should never solelyconsist of the direct quote or paraphrase of the work and thoughts from others. Understand that nocredit will be given should this be done. Use creditable sources to support your perspectives andanalytical reasoning.

b. Be at least 150 words in length (up to 1 Point). NOTE: Understand that the word count frommultiple short messages will not be added together to meet the word count requirement of a substantialmessage. Moreover, repeating the wording for the given discussion points are not part of the 150 wordcount.

c. Invoke further discussion by applying critical thinking skills that enhance the focus of ideas or

extend patterns of thought when commenting on at least one student’s post per Discussion Board (up to3 points). Simply stating that you agree or disagree does not constitute a substantial post or comment.Using the same or similar response for each comment is unacceptable and no points will be credited.Paraphrasing the thoughts from other students’ comments as your own is also unacceptable and nopoints will be credited. NOTE: Responding to the instructor does not take the place of responding to astudent.

d. Be clear, concise, logical, and representative of academic/scholarly writing, and haveacceptable spelling and grammar (up to 2 Points). Although this is not a writing class, you are in a


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Master’s level class. The Discussion Boards offer you opportunity to write complete sentences that are

structured properly and are grammatically correct. Text messaging syntax or other cryptic abbreviationis not appropriate for Discussion Boards.

The Grading Rubric for Discussion Boards follows:

Discussion Board Grading Rubric

Points Criteria Evaluation

Up to 4 Points Be your own work; factually correct; and provide an analytic explanationof a concept or concepts related to the material discussed in the forumor demonstrate how a concept can be applied by detailing analyticaland evaluative strategies. Use creditable sources correctly in support ofperspectives and analytical reasoning.

Up to 1 Point Be at least 150 words in length. NOTE: Understand that the word countfrom multiple short messages will not be added together to meet theword count requirement of a substantial post. Moreover, repeating thewording for the given discussion points are not part of the 150 wordcount.

Up to 3 Points Invoke further discussion by applying critical thinking skills that enhancethe focus of ideas or extend patterns of thought when commenting onat least one student’s post per Discussion Board

Up to 2 Points Be clear, concise, logical, and representative of academic/scholarlywriting and have acceptable spelling and grammar.

Total Points -10

Short Case Write-Ups – up to 640 points – 39% of Grade

Case write-ups give you opportunity to apply the concepts of the readings and use your critical analysis

skills. They will prepare you for the final project assignment by giving you practice with elements of theStrategic Audit of a Corporation, which is the conceptual framework for the strategic decision-makingprocess (Wheelen et al., p. 32-39). As you read your selected case, carefully analyze the situation;determine if additional information is needed. If so, seek out the needed data or information. Applyrelevant conceptual analysis tools and evaluate possible courses of action. When warranted determinethe best recommendations or alternatives. Keep in mind that your textbook is a great resource; so, besure to read and study the following appendices and Figure 12-1:

1.A Strategic Audit of a Corporation (p. 32-39)

Figure 12-1 Strategic Audit Worksheet (p. 342) 12.A Resources for Case Research (p. 345-346)

12.B Suggested Case Analysis Methodology Using the Strategic Audit (p. 347-349) 12.C Example of Student-Written Strategic Audit (p. 350-354)

General Instructions: Each student will select a case to review and analyze and will use the same case forall four case write-ups. Cases are to be selected from the following list:

Case 6 - 123 SystemsCase 8 – Google Inc. (2010)Case 9 – Amazon.com, Inc.Case 10 – Groupon, Inc.


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For the most part, students may decide their own approach to the assignment; however, the writtenanalysis must address the criteria identified in each grading rubric. Papers are to conform to TheChicago Manual of Style and be 3-6 pages in length and include a title page and a reference page whenusing additional resources. Points will be deducted for failure to follow style and paper requirements.NOTE: The page limit does not include title page, abstract, table of contents, reference page, orappendices. Also, the page limit may be extended within reason. Including an additional three pages is

not within reason.

Grading Rubric for Short Case Write-Up 1 (Environmental Scanning - SWOT)

Criteria Unacceptable

(0-7 Points)

Developing

(8-14 Points)

Competent

(15-22 Points)

Exemplary

(23-26 Points)

1. CurrentPerformance:Describe and evaluatethe company’s

performance at thetime of the case

(return oninvestment, marketshare, & profitability).

Content is absent orsignificant elementsare missing

In part, content lacksfull development andanalysis

Provides factualdescriptiveinformation; useshigh-level criticalanalysis skillssupported with

convincingarguments

Addresses thecriterion andsupplements the casefacts throughresearch and givesadditional relevant

informationconcerning thecompany at the timeof the case

2. Strategic Posture:Describe and assessthe suitability andeffectiveness of thecompany’s current

mission, objectives,strategies andpolicies.


Content isunderdeveloped;analysis is incompleteor unsubstantiated

Provides factualdescriptiveinformation; useshigh-level criticalanalysis skillssupported withconvincingarguments

Addresses thecriterion andsupplements the casefacts throughresearch and givesadditional relevantinformationconcerning thecompany at the timeof the case. Exercisescritical reflection and

conductscomprehensiveanalysis

3. Board ofDirectors and TopManagement :Describe and assessthe effectiveness ofthe company’s

governance and topmanagement.



Provides factualdescriptiveinformation; useshigh-level criticalanalysis skillssupported withconvincingarguments

Addresses thecriterion andsupplements the casefacts throughresearch and givesadditional relevantinformationconcerning thecompany at the timeof the case. Exercisescritical reflection and

conductscomprehensiveanalysis

4. ExternalEnvironment : At aminimum apply theSTEEP AnalysisModel or PESTELAnalysis to thecompany and analyze

Content is absent orshowsmisunderstanding ofthe subject area

Some areas showcritical analysis;additional evidence iswarranted;application of themodels/frameworksare incomplete

Applies the specifiedmodels andframeworks andanalyzes results withsound reasoning

Uses more than twoanalysis tools toassess the company’sexternal environmentand identifies morethan 5 criticalexternal strategic


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the results. ApplyPorter’s Approach to

Industry Analysis andidentify at least fiveexternal strategicfactors supportedwith critical

reasoning.

factors withsubstantive reasoning

5. Summary ofExternal Factors:Develop an ExternalFactor AnalysisSummary (EFAS)Table. List thecompany’s mostcritical opportunitiesand threats (8-10);determine weight,rating and weightedscore and provide ashort paragraphexplaining how wellthe company isresponding to thefactors in its externalenvironment.

No table waspresented and/or thetable needs relevantcontent

EFAS Table ispartially complete;elements are missingand reasoning is lessthan substantive

EFAS Table is nearlycomplete; reasoningis substantive in part

EFAS Table isdetailed andcomplete. Theassessment of thecompany’s external

posture is supportedwith sound reasoning

6. Writing:representative ofMaster’s level;

coherent; correctgrammar, sentencestructure, paragraphstructure, spelling,punctuation,appropriate style andformat.

No paper wassubmitted ordemonstrates writingbelow the collegelevel; paper hasnumerous (15 ormore) writing and/orstyle/format errors

Demonstrates lessthan proficientacademic writing;paper has 10-14writing and/orstyle/format errors

Demonstratesproficient academicwriting; paperconforms tostyle/format; paperhas 5-9 differentwriting and/orstyle/format errors

Demonstratesscholarly academicwriting and conformsto style/format;paper has less than 5different writingand/or style errors

*4 points will be added to overall point total for submitted papers

Grading Rubric for Short Case Write-Up 2 (Internal Analysis - SWOT)


(0-7 Points)

Developing

(8-14 Points)

Competent

(15-22 Points)

Exemplary

(23-26 Points)

1. CorporateStructure and

Culture: Analyze thecompany’s corporate

structure and cultureand determine the

company’s strengthsand weaknesses inthese areas.



Identifies at least 3strengths and 3weaknesses for eacharea with supportingevidence


2. CorporateResources: AnalyzeMarketing andFinance anddetermine thecompany’s strengths

and weaknesses in






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these areas.

3. CorporateResources: AnalyzeR&D and Operations &Logistics anddetermine thecompany’s strengths

and weaknesses inthese areas.





4. CorporateResources: AnalyzeHuman Resource

Management andInformation

Technology anddetermine thecompany’s strengths






5. Summary ofInternal Factors:

Develop an InternalFactor AnalysisSummary (IFAS)Table. List thecompany’s mostcritical strengths andweaknesses (8-10);determine weight,rating and weightedscore and provide ashort paragraphexplaining how wellthe company isresponding to thefactors in its internal

environment.

No table waspresented and/or the

table needs relevantcontent

IFAS Table is partiallycomplete; elements

are missing andreasoning is less thansubstantive

IFAS Table is nearlycomplete; reasoning

is substantive in part

IFAS Table is detailedand complete. The

assessment of thecompany’s internalposture is supportedwith sound reasoning







*4 points will be added to overall point total for submitted papers

Grading Rubric for Short Case Write-Up 3 (Strategy Formulation)


(0-8 Points)

Developing

(9-16 Points)

Competent

(17-24 Points)

Exemplary

(25-32 Points)

1. Situational Analysis: Develop aStrategic FactorAnalysis Summary(SFAS) Matrix. Of the

No matrix waspresented and/or thematrix needs relevantcontent

SFAS Matrix ispartially complete;critical elements aremissing andreasoning is less than

SFAS Matrix is nearlycomplete; reasoningis substantive in part

SFAS Matrix isdetailed andcomplete. Theassessment of thecompany’s


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(0-8 Points)

Developing

(9-16 Points)

Competent

(17-24 Points)

Exemplary

(25-32 Points)external (EFAS) andinternal (IFAS)factors from the 1st and 2nd case write-ups, determine the

strategic (mostimportant) factorsthat strongly affectthe company’s

present and futureperformance. Weighteach factor; rate eachfactor, obtainweighted score,determine duration,and show commentsto support rationaleused for each factor.Provide a short

paragraph explainingthe company’s

uniqueness,competitiveadvantage andsustainability.

substantive competitive postureis supported withsound reasoning

2. Mission andObjectives: Reviewand analyze themission andobjectives anddetermine theirappropriateness inlight of the keystrategic factors andproblems.Recommend why themission andobjectives shouldremain the same ORdetermine what thenew missions andobjectives should beand explain why.



Provides substantiveand convincingrationale concerningthe review andanalysis of thecompany’s mission

and objectives

Analysis andreasoning extendsbeyond the obvious inrecommending newmission andobjectives.Thoroughly detailsthe effects of the newmission andobjectives on thecompany

3. Strategic Alternatives:

Determine the majorfeasible alternativestrategies available to

the company and listthe pros and cons foreach.



Strategic alternativesare inclusive of two ofthe following:corporate, business,functional strategies.

For the most part,reasoning takes intoaccount the naturalphysicalenvironment, societalenvironment,industry andcompany concernsfor at least threeyears.

Strategic alternativesare inclusive ofcorporate, businessand functionalstrategies and fit the

natural physicalenvironment, societalenvironment,industry andcompany concernsfor at least threeyears. Strategicalternatives aresupported with soundreasoning


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(0-8 Points)

Developing

(9-16 Points)

Competent

(17-24 Points)

Exemplary

(25-32 Points)4. RecommendedStrategies: Identifythe recommendedstrategic alternativesfor the corporate,

business andfunctional levels ofthe company; justifyeachrecommendation interms of its ability toresolve both shortand long-termproblems andeffectively deal withstrategic factors



Recommendedstrategic alternativesaddress the threelevels of strategy andsupporting rationale

is inclusive of shortand long-term issues

Reasoning accountsfor the impact of eachrecommendedstrategy on thecompany’s core and

distinctivecompetencies.Identifies andexplains why newpolicy developmentor policy revisionsmay be necessary tofacilitate effectiveimplementation


coherent; correctgrammar, sentencestructure, paragraphstructure, spelling,punctuation,appropriate style andformat

No paper wassubmitted ordemonstrates writing

below the collegelevel; paper hasnumerous (15 ormore) writing and/orstyle/format errors

Demonstrates lessthan proficientacademic writing;

paper has 10-14writing and/orstyle/format errors

Demonstratesproficient academicwriting; paper

conforms tostyle/format; paperhas 5-9 differentwriting and/orstyle/format errors

Demonstratesscholarly academicwriting and conforms

to style/format;paper has less than 5different writingand/or style errors

Grading Rubric for Short Case Write-Up 4 (Strategy Implementation/Evaluation & Control)


(0-8 Points)

Developing

(9-16 Points)

Competent

(17-24 Points)

Exemplary

(25-32 Points)

1. StrategyImplementation – Programs/Tactics,Budgets and

Procedures:Determine the kindsof programs or tacticsnecessary toimplement therecommendedstrategies. Identifyand explain whatmust be done to alignthe company’s

operations to the new

intended directionsuch as structure,organizational lifecycle, reengineering,Six Sigma, jobredesign,international issues,centralization vs.decentralization.Indicate who should



Addresses nearly allthe elements withinthe criterion withsubstantive reasoning

Fully addresses eachelement andexplanations and arereasonable andconvincing


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(0-8 Points)

Developing

(9-16 Points)

Competent

(17-24 Points)

Exemplary

(25-32 Points)be responsible fordeveloping them andwho would haveaccountability.Address the financial

aspects,timing/priorities andneeded procedures toimplement thestrategic plan

2. StrategyImplementation – Staffing and

Directing: Addressstaffing as well asinternational staffing(if applicable),leading theimplementation, and

the company’sorganizationalculture in terms ofany neededadjustments to alignthe company with thenew strategy




Fully addresses eachelement andexplanations arereasonable andconvincing

3. Evaluation andControl – SystemCapabilities: Assessthe company’s

strategic informationsystems for feedbackconcerningorganizationalperformance.Determine howstrategic factors aremeasured and howperformance resultscan be obtained.





4. Evaluation andControl – Control

Measures:Determine thecontrol measuresnecessary to ensureconformance with therecommended

strategic plan






coherent; correctgrammar, sentencestructure, paragraphstructure, spelling,punctuation,appropriate style and






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(0-8 Points)

Developing

(9-16 Points)

Competent

(17-24 Points)

Exemplary

(25-32 Points)format.

Final Project – up to 760 points – 46% of Grade

The final project provides opportunity to apply the strategic management model to a company. Themodel is inclusive of environmental scanning, strategy formulation, strategy implementation, andevaluation and control. It also takes into account globalization, sustainability, social responsibility andethical business conduct. Moreover, the final project addresses each of the course’s learning outcomes.

General Instructions: Each student will select one of the following cases:

Case 13 – Carnival Corporation & plc. (2010)Case 14 – Zynga, Inc. (2011)Case 16 – Panera Bread Company (2010); Still Rising Fortunes?Case 25 - iRobot: Finding the Right Market Mix?Case 27 – Delta Air Lines (2012) Navigating an Uncertain EnvironmentCase 28 - TomTom: New Competition Everywhere!

As you read your selected case, carefully analyze the situation and determine if additional information isneeded. If so, seek out the needed data or information. Apply relevant conceptual analysis tools andevaluate possible courses of action. When warranted determine the best recommendations oralternatives. Basically, your final project should follow the sections of the Strategic Audit of aCorporation (Appendix 1.A). Thus, the grading rubric for the final project is a compilation of the gradingrubrics for the case write-ups.

Papers are to conform to The Chicago Manual of Style and be 20-25 pages in length and include a titlepage and a reference page when using additional resources. Points will be deducted for failure to followstyle and paper requirements. NOTE: The page limit does not include title page, abstract, table ofcontents, reference page, or appendices. Also, the page limit may be extended within reason. Including

an additional three pages is not within reason.

Grading Rubric for Final Project (Strategic Audit of a Corporation)


(0-10 Points)

Developing

(11-20 Points)

Competent

(21-30 Points)

Exemplary

(31-40 Points)

1. CurrentPerformance:Describe and evaluatethe company’s

performance at thetime of the case

(return oninvestment, marketshare, & profitability).


In part, content lacksfull development andanalysis


convincingarguments


informationconcerning thecompany at the timeof the case

2. Strategic Posture:Describe and assessthe suitability andeffectiveness of thecompany’s current

mission, objectives,






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(0-10 Points)

Developing

(11-20 Points)

Competent

(21-30 Points)

Exemplary

(31-40 Points)company’s corporate

structure and cultureand determine thecompany’s strengths

and weaknesses in

these areas.

or unsubstantiated area with supportingevidence

area with supportingevidence

7. CorporateResources: AnalyzeMarketing andFinance anddetermine thecompany’s strengths






8. CorporateResources: AnalyzeR&D and Operations &Logistics anddetermine the

company’s strengthsand weaknesses inthese areas.





9. CorporateResources: AnalyzeHuman Resource

Management andInformation

Technology anddetermine thecompany’s strengths






10. Summary ofInternal Factors:Develop an InternalFactor AnalysisSummary (IFAS)Table. List thecompany’s most

critical strengths andweaknesses (8-10);determine weight,rating and weightedscore and provide ashort paragraphexplaining how wellthe company isresponding to the

factors in its internalenvironment.

No table waspresented and/or thetable needs relevantcontent

IFAS Table is partiallycomplete; elementsare missing andreasoning is less thansubstantive

IFAS Table is nearlycomplete; reasoningis substantive in part

IFAS Table is detailedand complete. Theassessment of thecompany’s internal

posture is supportedwith sound reasoning

11. Situational Analysis: Develop aStrategic FactorAnalysis Summary(SFAS) Matrix. Of theexternal (EFAS) andinternal (IFAS)factors from the 1st

No matrix waspresented and/or thematrix needs relevantcontent

SFAS Matrix ispartially complete;critical elements aremissing andreasoning is less thansubstantive

SFAS Matrix is nearlycomplete; reasoningis substantive in part

SFAS Matrix isdetailed andcomplete. Theassessment of thecompany’s

competitive postureis supported withsound reasoning


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(0-10 Points)

Developing

(11-20 Points)

Competent

(21-30 Points)

Exemplary

(31-40 Points)and 2nd case write-ups, determine thestrategic (mostimportant) factorsthat strongly affect

the company’spresent and futureperformance. Weighteach factor; rate eachfactor, obtainweighted score,determine duration,and show commentsto support rationaleused for each factor.Provide a shortparagraph explainingthe company’s

uniqueness,

competitiveadvantage andsustainability.

12. Mission andObjectives: Reviewand analyze themission andobjectives anddetermine theirappropriateness inlight of the keystrategic factors andproblems.Recommend why themission andobjectives shouldremain the same ORdetermine what thenew missions andobjectives should beand explain why.



Provides substantiveand convincingrationale concerningthe review andanalysis of thecompany’s mission

and objectives

Analysis andreasoning extendsbeyond the obvious inrecommending newmission andobjectives.Thoroughly detailsthe effects of the newmission andobjectives on thecompany

13. Strategic Alternatives:

Determine the majorfeasible alternativestrategies available tothe company and listthe pros and cons foreach.



Strategic alternativesare inclusive of two ofthe following:corporate, business,functional strategies.For the most part,reasoning takes intoaccount the natural

physicalenvironment, societalenvironment,industry andcompany concernsfor at least threeyears.

Strategic alternativesare inclusive ofcorporate, businessand functionalstrategies and fit thenatural physicalenvironment, societalenvironment,

industry andcompany concernsfor at least threeyears. Strategicalternatives aresupported with soundreasoning

14. RecommendedStrategies: Identifythe recommended


Content isunderdeveloped;analysis is incomplete

Recommendedstrategic alternativesaddress the three

Reasoning accountsfor the impact of eachrecommended


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(0-10 Points)

Developing

(11-20 Points)

Competent

(21-30 Points)

Exemplary

(31-40 Points)strategic alternativesfor the corporate,business andfunctional levels ofthe company; justify

eachrecommendation interms of its ability toresolve both shortand long-termproblems andeffectively deal withstrategic factors

or unsubstantiated levels of strategy andsupporting rationaleis inclusive of shortand long-term issues

strategy on thecompany’s core and

distinctivecompetencies.Identifies and

explains why newpolicy developmentor policy revisionsmay be necessary tofacilitate effectiveimplementation

15. StrategyImplementation – Programs/Tactics,Budgets and

Procedures:Determine the kinds

of programs or tacticsnecessary toimplement therecommendedstrategies. Identifyand explain whatmust be done to alignthe company’s

operations to the newintended directionsuch as structure,organizational lifecycle, reengineering,Six Sigma, jobredesign,international issues,centralization vs.decentralization.Indicate who shouldbe responsible fordeveloping them andwho would haveaccountability.Address the financialaspects,timing/priorities andneeded procedures toimplement thestrategic plan




Fully addresses eachelement andexplanations and arereasonable andconvincing

16. StrategyImplementation – Staffing and

Directing: Addressstaffing as well asinternational staffing(if applicable),leading theimplementation, andthe company’s






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(0-10 Points)

Developing

(11-20 Points)

Competent

(21-30 Points)

Exemplary

(31-40 Points)organizationalculture in terms ofany neededadjustments to alignthe company with the

new strategy17. Evaluation andControl – SystemCapabilities: Assessthe company’s

strategic informationsystems for feedbackconcerningorganizationalperformance.Determine howstrategic factors aremeasured and howperformance results

can be obtained.





18. Evaluation andControl – ControlMeasures:Determine thecontrol measuresnecessary to ensureconformance with therecommendedstrategic plan











Course Policies

Communication:

The online format of this class puts a premium on communications. We have a few responsibilities to

assure timely communications. We will use the following methods:

CLASS ANNOUNCEMENTS: Weekly, important information will be posted in the My Announcementssection of the GoucherLearn Course Home page. You should check for new announcements when youlog into the course.

ASK the PROFESSOR: The Ask the Professor link is where I will respond to your questions about classpolicies, administrative concerns, and course content. Therefore, questions of these types should beposted here to allow the entire class to benefit from the questions and the answers. Feel free to answer


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questions posed by other students. Also, before you post a question, look through the discussion thread.That same question may have already been asked and answered. I will be checking this area daily andwill respond to questions within 24 hours during the week and 48 hours during weekends. Rememberthat the ASK the PROFESSOR is public; therefore, do not use this area to post information of a personalnature.

EMAIL: You can reach me at the email address ([email protected]). I will respond toqueries within 24 hours during the week and 48 hours during weekends. Also, use email for issues of apersonal nature. Examples of personal messages include notification of illness and request for anextension of an assignment.

WEBEX MEETINGS: To enhance our online connections, we will have periodic WebEx meetings. Thistechnology also enables us to record each session; therefore, if you have to leave a meeting early or areunable to attend, you can view the recording. Thus far, six such meetings have been scheduled. We willhave a ‘get -to-know’ session during the first week of class. Also, we will have a session prior to the firstwriting assignment. The next sessions will occur prior to subsequent writing assignments. Based on ourneeds and concerns, we will schedule additional sessions when warranted. The length of the meetingmay vary; however, a meeting will not extend beyond one hour. For planning purposes please be

available for the following WebEx sessions:

Friday, February 20, 2015, 7:45 PMWednesday, March 4, 2015, 7:45 PMSaturday, March 21, 2015, 4:00 PMSaturday, April 11, 2015, 4:00 PMSaturday, May 2, 2015, 4:00 PMWednesday, May 13, 2015, 7:45 PM

STUDENT RESPONSIBILITY:

Course participants are responsible for maintaining continuous involvement with faculty, fellowstudents and student groups. In particular, participation in all online discussions is required.Ongoing communication allows you to gain deeper insights into the content, activities andassignments in the course. Please let me know of any obstacles that may prevent your participation.

I am available to facilitate your learning; so please ask questions when you need clarification or yousimply wish to validate your understanding.

For problems with technical aspects of the website: contact [email protected] (You may copyme).

Missed Work:

You are responsible for material covered in the course. It is your sole responsibility to obtainany materials missed.

Late Policy:

For proper graduate student learning to occur, pacing of content mastery is critical. Therefore,assignments are to be completed on time. If extreme circumstances prevent an assignment from beingcompleted by the due date, please notify me before the assignment is due so a new date can benegotiated. If you are unable to contact me, have someone else do so in your place. Don’t wait to the lastminute or let several days go by before contacting me. You may lose your opportunity to submit the lateassignment. Late assignments without such notification will be assessed a late penalty. Assignmentssubmitted within seven (7) days after the submission deadline will receive a 10% reduction.Assignments submitted between eight (8) and fourteen (14) days after the submission date will receivea 25% reduction. Assignments over 14 days late will not be accepted.

mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]


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Academic Integrity:

All final work products are to be the independent work of each student and stored in the electronic

portfolio. Suspected violations of the Honor Code will be referred to the Academic Honor Board. For a

full description of the code and what constitutes a violation of the code, refer to the Goucher Handbook

or online at http://www.goucher.edu/academics/academic-honor-code. COURSE OUTLINE

Session Topic Reading/Activity

Week 1

February 17

– 23, 2015

Introduction to Strategic ManagementBasic Concepts of Strategic Management1. Study of Strategic Management2. Globalization, Innovation and Sustainability3. Theories of Organizational Adaptation4. Basic Model of Strategic Management5. Initiation of Strategy-Triggering Events6. Strategic Decision Making7. The Strategic Audit (Model)

Welcome VideoChapter 1PowerPoint Presentation2 Discussion Boards

Articles:

1. "Are You Sure You Have aStrategy?"2. "What Is Strategy?"

YouTube Video “What is Strategy?– Michael Porter” (1:47 Minutes)

YouTube Video - “EnvironmentalSustainability: We Have Choices”(3:04 minutes)

WEBEX – Welcome & Get to

Know, Friday, February 20, 20157:45 pm

Week 2

February 24

– March 2,

2015

Corporate Governance1. Role of the Board of Directors

2. The Role of Top ManagementSocial Responsibility and Ethics in StrategicManagement

Chapters 2 and 3PowerPoint Presentation

2 Discussion Boards

YouTube Video – “The Role of theBoard of Directors” (1:41 Minutes)

YouTube Video – “Business Ethics:Corporate Social Responsibility”(2:56 Minutes)

Week 3

March 3 – 9,

2015

Environment Scanning and Industry Analysis1. Competitive Intelligence2. Forecasting3. Analysis Tools – Five Force Model, Value Chain

Model, OT portion of SWOT, PEST/PESTEL Analysis

4. Strategic Audit Checklist for EnvironmentalScanning

Chapter 4PowerPoint Presentation1 Discussion Board

Article:

"The Five Competitive Forcesthat Shape Strategy."

YouTube Video – “Michael Porteron the Five Competitive Forces forToday’s Enterprises” (1:47Minutes)

YouTube Video – “Strategic

http://www.goucher.edu/academics/academic-honor-codehttp://www.goucher.edu/academics/academic-honor-code


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Management: External SituationalAnalysis” (18:31 minutes)

WEBEX – Preparing for 1st Short

Case Analysis, Wednesday, March

4, 2015, 7:45 PM

1st Short Case Write Up(Environmental Analysis)DUE March 9, 2015

Week 4

March 10 –

15, 2015

Internal Scanning (Organizational Analysis)1. Resource-Based Approach2. Business Models3. Value Chain Analysis4. Scanning Functional Resources and Capabilities5. Analysis Tools – SW portion of SWOT, TOWS

Matrix, Porter’s Four Corner Analysis VRIO Framework6. Strategic Audit Checklist for Organizational

Analysis

Chapter 5PowerPoint Presentation2 Discussion Boards

Article:

"The Core Competence of theCorporation."

YouTube Video – “Porter’s ValueChain Analysis of IKEA by Radd”(3:06 Minutes)

March 16 –

20, 2015

Spring Break

Week 5

March 21 –

27, 2015

Internal Scanning (Organizational Analysis) Continued 1 Discussion Board

YouTube Video – “StrategicManagement: Internal SituationalAnalysis” (9:24 Minutes)

WEBEX – Preparing for 2nd Short

Case Analysis, Saturday, March

21, 2015, 4:00 PM

2nd Short Case Write Up(Organizational Analysis)DUE March 27, 2015

Week 6

March 28 –

April 3, 2015

Strategy Formulation – Situational Analysis andBusiness StrategyTool

Strategy DiamondSWOT Approach

Business Strategy


YouTube Video – “What isStrategy? The Three Levels ofBusiness Strategy” (2:05 Minutes)

YouTube Video – “Module 4 – Strategy Formulation UsingGeneric Strategies” (10:22Minutes)

Week 7

April 4 –

April 10,

2015

Strategy Formulation – Corporate Strategy

Directional StrategyPortfolio AnalysisCorporate Parenting


Article:


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"From Competitive Advantage toCorporate Strategy."

YouTube Video – “What is GoodCorporate Strategy?” (4:46

Minutes)Week 8

April 11 – 17,

2015

Strategy Formulation - Functional Strategy andStrategic Choice

Functional StrategySourcing DecisionSelecting the Best StrategyDeveloping Policies


YouTube Video – “StrategyAnalysis and Choice, Part 1” (7:17Minutes)

WEBEX- Preparing for 3rd Short

Case Analysis, Saturday, April 11,2015, 4:00 PM

3rd Short Case Write Up – Analysisof Strategic Factors [SWOT],Situational Analysis, Review ofMissions & Objectives, StrategicAlternatives & RecommendedStrategyDUE April 17, 2015

Week 9

April 18 – 24,

2015

Strategy Implementation – Organizing for Action

What Must Be Done?How Is Strategy to Be Implemented?International Issues in Strategy Implementation

Chapters 9PowerPoint Presentation2 Discussion Boards

Articles:

1. "Strategy Shifts in MNCSubsidiaries."

2. "Effective Global Strategy

Implementation."

YouTube Video – “What is StrategyImplementation? A QuickOverview” (4:29 Minutes)

Week 10

April 25 –

May 1, 2015

Strategy Implementation – Staffing and Directing Chapter 10PowerPoint Presentation2 Discussion Boards

YouTube Video – “Why StrategyImplementation Fails” (5:25Minutes)

Week 11

May 2 – May

8, 2015

Evaluation and Control in Strategic Management

Measuring PerformanceStrategic Information Systems



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Strategic Incentive Management YouTube Video – “Strat egyEvaluation and Control” (10:22Minutes)

WEBEX – Preparing for 4th Short

Case AnalysisSaturday, May 2, 2015, 4:00 PM

4th Short Case Write Up – StrategyImplementation, Evaluation andcontrolDUE May 8, 2015

Week 12

May 9 – 15,

2015

Strategic Management PracticesReview of Real-World Case

Case 18 Burger King (Mini Case)2 Discussion Boards

Podcast Center for Creative

Leadership, Strategic Leadership – “Becoming a Strategic Leader”(approximately 4 minutes)

WEBEX – Final Project Check-In,Wednesday, May 13, 2015, 7:45PM

Week 13

May 16 – 22,

2015

Innovation1. Disruption/Business Model Innovation2. Design Thinking/Transient Advantage3. Blue Ocean Strategy

Case 32 - Dell Inc. Changing theBusiness Model (Mini Case)2 Discussion Boards

YouTube Video – “What isBusiness Model Innovation?” (4:01

Minutes)

YouTube Video – “Blue OceanStrategy and the World” (7:45minutes)

Week 14

May 23 – 29,

2015

Course SummationStrategic Management Resources

2 Discussion BoardsPowerPoint Presentation

YouTube Video – “StrategicManagement” (4:27 Minutes)

Final Project – Strategic Audit of aCorporation

Due May 29, 2015

Syllabus PMGT 610 Strategic Mgmt Spring 2015 (Rev 01 12 15)

Documents

Transcript of Syllabus PMGT 610 Strategic Mgmt Spring 2015 (Rev 01 12 15)