30113 Course Description Entrepreneurship M1 Strategic Management

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1 30113 Course Description Entrepreneurship M1 Strategic Management TEACHING LANGUAGE: SEMESTER: English Winter Term , 2 nd year students TOTAL LECTURE HOURS: 36 TOTAL OFFICE HOURS: 24 CREDIT POINTS: 6 SCIENTIFIC SECTOR: Strategic Management (SECS-P/08) LECTURER: Professor Dr Oswin Maurer, omaurer@unibz.it TEACHING ASSISTANT: - PREREQUISITES: Introduction to Management (30106) COURSE DESCRIPTION: This module is the first and more technical part of the subject Entrepreneurship which is offered in two modules: M 1 Strategic Management y and M 2 Leadership. It is about strategic awareness, strategic analysis and managing strategic change. The main goal of this module is to help you understand the role and importance of strategy and strategic management in leading today s organisations. The module is divided into four major parts: (1) Introducing Strategy (2) Strategic Positioning (3) Strategic Analysis and Choice (4) Issues in Strategic Growth Elements of organisational behavior such as perception & attribution, motivation, teamwork, decision making, organisational design, organisational structure, organisational culture, business ethics and leadership theories will be covered in Module 2 of this course Entrepreneurship. The core of the course is built around contemporary business issues and follows a strategic and managerial orientation in combination with an analytical approach (encompassing analysis, decisionmaking, and implementation) to management, but it also explores tactical and operational aspects from a multi-disciplinary perspective. Some emphasis will be put on small and medium sized enterprises and the idiosyncrasies they have to deal with when developing and implementing strategy. ~ 1 ~

2 The goal is to provide a comprehensive background with practical application of important concepts applicable to entrepreneurial environment. The course material is complemented with cases and e- learning resources (examples, internet exercises, press reports, etc.). LIST OF TOPICS COVERED: The above mentioned five parts are structured as follows: Part 1 Part 2: Part 3: Part 4: Understanding strategy and strategic management Strategic positioning Strategic analysis and choice Issues in strategic growth Final thoughts Introducing strategy and strategic management Strategic thinking, environmental analysis, synergy and strategic positioning Resource-led strategy The dynamics of competition Introducing culture and values Strategic purpose Strategic success Introduction to strategy creation and planning Strategic leadership, entrepreneurship and intrapreneurship (overview only!) Strategic alternatives, strategy evaluation and strategy selection Strategic growth International strategy, Failure, consolidation and recovery strategies The purpose of strategy EDUCATIONAL OBJECTIVES: To provide students with advanced factual, methodological and actionable knowledge of modern theory of strategy and its applications in management. The course aims at fostering the process of capability and competence building, preparing students for concrete managerial decision making in business practice. Furthermore, it intends to stimulate teamwork and to build social competencies to support and foster team based decision making capabilities. Hence, in Strategic Management Module 1, you will - learn to develop your capacity to think strategically about a company, its present business position, its long-term direction, its resources and competitive capabilities, the caliber of its strategy, and its opportunities for gaining sustainable competitive advantage - build your skills in conducting strategic analysis in a variety of industries and competitive situations and, especially, to provide you with a stronger understanding of the competitive challenges of the market environment - gain experience in crafting business strategy, reasoning carefully about strategic options, using what-if analysis to evaluate action alternatives, and making sound strategic decisions - integrate the knowledge gained in earlier core courses of the school s curriculum - learn how to assess business risk and improve your ability to make sound decisions and achieve effective outcomes ~ 2 ~

3 - get more conscious about the importance of exemplary ethical principles, sound personal and company values, and socially responsible management practices TEACHING FORMAT: The course combines lectures, tutorials, discussions of case studies, reports, etc. You are expected to work individually, as well as in teams, both in and outside the classroom. Since individual and team participation is essential for obtaining a good grade, I expect you to come to each class prepared (i.e., reading each day s material in advance) and to complete any assignment on due dates set. The course builds on different, but complementing learning formats: - Lectures, providing students with a systematic view on the subject, with integrated discussions on actual/current events and issues. - Tutorials/Exercises, to review and enhance topics and to discuss cases. - Case study/assignment/ project to apply skills learned to comprehensive problems and to practice analytical and strategic skills needed in real life decision making situations. Since the course relies on classroom discussion, participation, case analysis, etc., students will need to draw upon their business education and experience, and apply it to the course. Students are expected to interact with the business community and their advisors, to be able to work effectively in teams, and be active participants in classroom discussions and exercises. ASSESSMENT: a) ATTENDING STUDENTS Attending student status is achieved through active participation in discussions, problem evaluations, etc. in at least 2/3 of the classes. Attendance will be recorded to verify the attending status. Three different modes are used to assess and value the contribution of attending students, each counting towards the final mark. Assignment, counting for 10 percent towards the final mark (10 off 100). Students will be assigned topics in class and will have to critically evaluate a problem relevant in strategic management. Work has to be delivered by by the due date/time. Group project, counting for 30 percent towards the final mark. Due dates will be communicated during lectures. If assignments are delivered as a group project, the assessment will be based on the work of the whole team and hence cannot be based on the individual effort. The maximum number of participants in a group is five (5) students. Proper management of the group and the project (as in real life) is essential. One final exam, counting for 60 percent towards the final mark. b) NON-ATTENDING STUDENTS One final exam, counting for 100 percent towards the final mark. IMPORTANT NOTE: The result of all assignment/project work is valid for 1 academic year and cannot be carried over beyond that time frame (hence, assignment/project results expire by 30 September 2014). ~ 3 ~

4 All modes of assessment are an indication of different capabilities and competencies of the student, hence failure to deliver on any of the assessment modes (either assignment/project work and/or not sitting the exam) results in an overall negative mark. With regard to assignments/projects/tutorials, the following is expected: - critical analysis and discussion of the underlying theory and practice (tutorials, assignments and groupwork) - contribution to the effort of the group (groupwork) - a written report (word) and a final presentation (powerpoint) Assessment criteria are: READINGS the approach taken, the practical relevance, the use of theory, the content and presentation style of the report (please consider: to be able to analyse a problem, a clear objective is needed!) Readings listed below are a selection of books on strategic management. Any of this titles or any other established text on strategic management can be used for the course. Essentials of Strategic Management by J. David Hunger and Thomas L. Wheelen Strategic Management: An Integrated Approach by Charles W. L. Hill and Gareth R. Jones The Quintessence of Strategic Management - What You Really Need to Know to Survive in Business, Philip Kotler, Roland Berger und Nils Bickhoff (Library online resource) Strategic Management: Concepts and Cases by Arthur A. Thompson and Strickland Strategic Management: creating value in a turbulent world / Peter Fitzroy, James M. Hulbert SUPPLEMENTARY READINGS AND MATERIALS Will be distributed during class. However, it is recommended to monitor the following web-based journals and magazines (available through Library web): - MIT Sloan Management Review, The Economist, McKinsey Quarterly, Harvard Business Review, Financial Times, etc. POLICIES: Syllabus change policy: This syllabus is a guide for the lecture is subject to revisions and adjustments to reflect the needs and interests of the class. Changes implemented after class starts will be communicated in class and a revised version of the syllabus will be posted online. Attendance and note keeping guidelines: Students are expected to extend professional courtesy to their fellow students and to the instructor. Classroom meetings should be treated as business meetings. Electronic devices must be turned off during class time at all times. Students are expected to refrain from talking when others are speaking, and to arrive to class prepared and on time. ~ 4 ~

5 While it is doubtful that participants will do well in this class, if they do not regularly attend, there is no formal attendance policy. However, attendance may be recorded on an occasional basis in the event there is an inquiry about a student s progress from a peer from the university or outside. Students are responsible for all course content and class lesson notes, regardless of the reason for missing a class. Policy on assigned readings and materials Readings, preparations of cases, notes etc. should be completed before the start of class. Students are responsible for assigned readings, regardless of the reason for not completing a reading assignment. Academic honesty guidelines: Proper ethical conduct and academic honesty is expected of all students at all times. Students are expected to produce and submit personally created academic work. Plagiarism includes, but is not limited to, the use (by paraphrase or direct quotation) of published or unpublished work of another person without expressed acknowledgement. Any student discovered plagiarising, engaged in academic dishonesty, or in any other dishonest conduct will fail the course. All regulations of the School on academic conduct do certainly apply. ~ 5 ~