Syllabus (revised 01/12/2015) Course Title: Strategic Management Course Number: PMGT 610 Semester: Spring 2015

Transcription

1 Syllabus (revised 01/12/2015) Course Title: Strategic Management Course Number: PMGT 610 Semester: Spring 2015 Instructor Instructor: Dr. Nadine L. Burnside Telephone: Online 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 Organization and Management with a specialization in Human Resources. Moreover, I am a practitioner in the fields of business, strategic management, organization effectiveness and human resources. I look forward to sharing 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 is strategy through implementing strategy to gain and sustain competitive advantage within a global context. Moreover, we will explore a less emphasized topic of sustainability and how it impacts an organization s triple bottom line (management of traditional profit/loss; management of social responsibility; and management of environmental responsibility). Finally, we will engage in using various 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 rewarding course engagement. Main Course Topics 1. Introduction to Strategic Management 2. Corporate Governance 3. Social Responsibility and Ethics in Strategic Management 4. Globalization, Innovation and Sustainability 5. Environment Scanning and Industry Analysis 6. Internal Scanning (Organizational Analysis) 7. Strategy Formulation 8. Strategy Implementation 9. Strategic Leadership 10. Evaluation and Control 11. 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 external strategic analysis in a variety of industries and competitive situations.

2 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, and evaluation 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 being perceptive 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 (sustainable environmental performance, corporate social responsibility, and organizational value). Course Format Learning strategies include readings, group discussions, e-activities, case studies, and experiential exercises. The primary teaching approaches are the following: Asynchronous discussions using the Socratic method. Named after the classical Greek philosopher 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 apply the theories, concepts, and practices of strategic management. Moreover, critical thinking skills are applied as students assess an organization s internal and external environment, craft strategy, balance stakeholder expectations, consider and compare/contrast alternative courses of actions, probe underlying issues, and suggest recommendations or strategies that address the situations 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 Management and Business Policy: Globalization, Innovation, and Sustainability, 14 th Edition. New Jersey: Pearson, (ISBN: ) The textbook is also available as an etextbook. The etextbook format may be a great advantage. You can 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 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 would cost $ Also, students have the option to rent for another semester for about $ VitaSource/CourseSmart offers a 180-day rental of the etextbook for $ Ecampus.com offers the semester rental for $68.77 (hardcopy) and the 180-day etextbook rental for $ Chegg.com offers 180-day etextbook rental for $ Finally, Bookrenter.com offers the 90-day rental for $53.29 and 125-day rental for $ (NOTE: The costs are subject to change. Please visit the website for the latest 2

3 pricing). Articles: Articles can be accessed within GoucherLearn under the applicable week. Week 1 Hambrick, Donald C., and James W. Fredrickson "Are You Sure You Have a Strategy?" Academy of Management Executive 19, 4: Porter, Michael E "What Is Strategy?" Harvard Business Review 74, 6: Week 3 Porter, Michael E "The Five Competitive Forces that Shape Strategy." Harvard Business Review 86, 1: Week 4 Prahalad, C. K., and Gary Hamel "The Core Competence of the Corporation." Harvard Business Review 68, 3: Week 7 Porter, Michael E "From Competitive Advantage to Corporate Strategy." Harvard Business Review 65, 3: 43. Week 9 Taggart, James H "Strategy Shifts in MNC Subsidiaries." Strategic Management Journal 19, 7: 663. Yaprak, Attila, Xu Shichun, and Erin Cavusgil "Effective Global Strategy Implementation." Management International Review (MIR) 51, 2: Resource Websites and ematerials: Descriptions and URL s for resource websites will be available within GoucherLearn under the applicable week. 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 discussion board; 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 up to 160 points for each case analysis 3. Final Project (46%) Strategic Audit of an Organization 760 points Course Elements Discussion and participation (discussion boards) Four Short Case Write-ups Final project Percent [or points] 15% (up to 240 points) 39% (up to 640 points) 46% (up to 760 points) TOTAL 100% Grade Scale: 3

4 A % ( points) A % ( points) B % ( points) B 83 86% ( points) B % ( points) C % ( points) C 73 76% ( points) C % ( points) D 60 69% ( points) F 59% (983 points and below) Grading rubrics are available for each gradable item and are included in this syllabus. NOTE: The grading rubrics for the writing assignments as well as the descriptions of the assignments are also in the course (GoucherLearn). Class Discussions/Participation (Discussion Boards) up to 240 points 15% of Grade Class discussions (participation) involve posting a minimum number of substantial, separate, and distinct messages to various Discussion Board forums. Each Discussion Board is worth a maximum of 10 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 student colleague. I encourage multiple and varying perspectives (representative of meaningful and critical thinking) 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 or concepts related to the material discussed in the forum or demonstrate how a concept can be applied by detailing 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 the appropriate in-text and reference citations. A response to a Discussion Board should never solely consist of the direct quote or paraphrase of the work and thoughts from others. Understand that no credit will be given should this be done. Use creditable sources to support your perspectives and analytical reasoning. b. Be at least 150 words in length (up to 1 Point). NOTE: Understand that the word count from multiple short messages will not be added together to meet the word count requirement of a substantial message. Moreover, repeating the wording for the given discussion points are not part of the 150 word count. 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 to 3 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 no points will be credited. NOTE: Responding to the instructor does not take the place of responding to a student. d. Be clear, concise, logical, and representative of academic/scholarly writing, and have acceptable spelling and grammar (up to 2 Points). Although this is not a writing class, you are in a 4

5 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 abbreviation is 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 explanation of a concept or concepts related to the material discussed in the forum or demonstrate how a concept can be applied by detailing analytical and evaluative strategies. Use creditable sources correctly in support of perspectives and analytical reasoning. Up to 1 Point Be at least 150 words in length. NOTE: Understand that the word count from multiple short messages will not be added together to meet the word count requirement of a substantial post. Moreover, repeating the wording for the given discussion points are not part of the 150 word count. Up to 3 Points 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 to 2 Points Be clear, concise, logical, and representative of academic/scholarly writing 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 the Strategic Audit of a Corporation, which is the conceptual framework for the strategic decision-making process (Wheelen et al., p ). 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. Apply relevant conceptual analysis tools and evaluate possible courses of action. When warranted determine the best recommendations or alternatives. Keep in mind that your textbook is a great resource; so, be sure to read and study the following appendices and Figure 12-1: 1.A Strategic Audit of a Corporation (p ) Figure 12-1 Strategic Audit Worksheet (p. 342) 12.A Resources for Case Research (p ) 12.B Suggested Case Analysis Methodology Using the Strategic Audit (p ) 12.C Example of Student-Written Strategic Audit (p ) General Instructions: Each student will select a case to review and analyze and will use the same case for all four case write-ups. Cases are to be selected from the following list: Case Systems Case 8 Google Inc. (2010) Case 9 Amazon.com, Inc. Case 10 Groupon, Inc. 5

6 For the most part, students may decide their own approach to the assignment; however, the written analysis must address the criteria identified in each grading rubric. Papers are to conform to The Chicago Manual of Style and be 3-6 pages in length and include a title page and a reference page when using 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, or appendices. 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 (0-7 Points) (8-14 Points) (15-22 Points) (23-26 Points) 1. Current Performance: Describe and evaluate performance at the time of the case (return on investment, market share, & profitability). 2. Strategic Posture: Describe and assess the suitability and effectiveness of the company s current mission, objectives, strategies and policies. 3. Board of Directors and Top Management: Describe and assess the effectiveness of governance and top management. 4. External Environment: At a minimum apply the STEEP Analysis Model or PESTEL Analysis to the company and analyze shows misunderstanding of the subject area In part, content lacks full development and analysis Some areas show critical analysis; additional is warranted; application of the models/frameworks are incomplete Provides factual descriptive information; uses high-level critical analysis skills supported with arguments Provides factual descriptive information; uses high-level critical analysis skills supported with arguments Provides factual descriptive information; uses high-level critical analysis skills supported with arguments Applies the specified models and frameworks and analyzes results with sound reasoning Addresses the criterion and supplements the case facts through research and gives additional relevant information concerning the company at the time of the case Addresses the criterion and supplements the case facts through research and gives additional relevant information concerning the company at the time of the case. Exercises critical reflection and conducts comprehensive analysis Addresses the criterion and supplements the case facts through research and gives additional relevant information concerning the company at the time of the case. Exercises critical reflection and conducts comprehensive analysis Uses more than two analysis tools to assess external environment and identifies more than 5 critical external strategic 6

7 the results. Apply Porter s Approach to Industry Analysis and identify at least five external strategic factors supported with critical reasoning. 5. Summary of External Factors: Develop an External Factor Analysis Summary (EFAS) Table. List the company s most critical opportunities and threats (8-10); determine weight, rating and weighted score and provide a short paragraph explaining how well the company is responding to the factors in its external environment. 6. Writing: representative of Master s level; coherent; correct grammar, sentence structure, paragraph structure, spelling, punctuation, appropriate style and format. No table was presented and/or the table needs relevant content No paper was submitted or demonstrates writing below the college level; paper has numerous (15 or more) writing and/or EFAS Table is partially complete; elements and reasoning is less than substantive Demonstrates less than proficient academic writing; paper has writing and/or *4 points will be added to overall point total for submitted papers EFAS Table is nearly complete; reasoning is substantive in part Demonstrates proficient academic writing; paper conforms to style/format; paper has 5-9 different writing and/or factors with substantive reasoning EFAS Table is detailed and complete. The assessment of the company s external posture is supported with sound reasoning Demonstrates scholarly academic writing and conforms to style/format; paper has less than 5 different writing and/or style errors Grading Rubric for Short Case Write-Up 2 (Internal Analysis - SWOT) Criteria (0-7 Points) (8-14 Points) (15-22 Points) (23-26 Points) 1. Corporate Structure and Culture: Analyze the company s corporate structure and culture and determine the company s strengths and weaknesses in these areas. 2. Corporate Resources: Analyze Marketing and Finance and determine the company s strengths and weaknesses in Identifies at least 3 strengths and 3 Identifies at least 4 strengths and 4 Identifies at least 4 strengths and 4 Identifies at least 5 strengths and 5 7

8 these areas. 3. Corporate Resources: Analyze R&D and Operations & Logistics and determine the company s strengths and weaknesses in these areas. 4. Corporate Resources: Analyze Human Resource Management and Information Technology and determine the company s strengths and weaknesses in these areas. 5. Summary of Internal Factors: Develop an Internal Factor Analysis Summary (IFAS) Table. List the company s most critical strengths and weaknesses (8-10); determine weight, rating and weighted score and provide a short paragraph explaining how well the company is responding to the factors in its internal environment. 6. Writing: representative of Master s level; coherent; correct grammar, sentence structure, paragraph structure, spelling, punctuation, appropriate style and format. No table was presented and/or the table needs relevant content No paper was submitted or demonstrates writing below the college level; paper has numerous (15 or more) writing and/or IFAS Table is partially complete; elements and reasoning is less than substantive Demonstrates less than proficient academic writing; paper has writing and/or *4 points will be added to overall point total for submitted papers Identifies at least 4 strengths and 4 Identifies at least 4 strengths and 4 IFAS Table is nearly complete; reasoning is substantive in part Demonstrates proficient academic writing; paper conforms to style/format; paper has 5-9 different writing and/or Identifies at least 5 strengths and 5 Identifies at least 5 strengths and 5 IFAS Table is detailed and complete. The assessment of the company s internal posture is supported with sound reasoning Demonstrates scholarly academic writing and conforms to style/format; paper has less than 5 different writing and/or style errors Grading Rubric for Short Case Write-Up 3 (Strategy Formulation) Criteria (0-8 Points) (9-16 Points) (17-24 Points) (25-32 Points) 1. Situational Analysis: Develop a Strategic Factor Analysis Summary (SFAS) Matrix. Of the No matrix was presented and/or the matrix needs relevant content SFAS Matrix is partially complete; critical elements are missing and reasoning is less than SFAS Matrix is nearly complete; reasoning is substantive in part SFAS Matrix is detailed and complete. The assessment of the company s 8

9 Criteria external (EFAS) and internal (IFAS) factors from the 1 st and 2 nd case writeups, determine the strategic (most important) factors that strongly affect present and future performance. Weight each factor; rate each factor, obtain weighted score, determine duration, and show comments to support rationale used for each factor. Provide a short paragraph explaining uniqueness, competitive advantage and sustainability. 2. Mission and Objectives: Review and analyze the mission and objectives and determine their appropriateness in light of the key strategic factors and problems. Recommend why the mission and objectives should remain the same OR determine what the new missions and objectives should be and explain why. 3. Strategic Alternatives: Determine the major feasible alternative strategies available to the company and list the pros and cons for each. (0-8 Points) (9-16 Points) substantive (17-24 Points) Provides substantive and rationale concerning the review and analysis of the company s mission and objectives Strategic alternatives are inclusive of two of the following: corporate, business, functional strategies. For the most part, reasoning takes into account the natural physical environment, societal environment, industry and company concerns for at least three years. (25-32 Points) competitive posture is supported with sound reasoning Analysis and reasoning extends beyond the obvious in recommending new mission and objectives. Thoroughly details the effects of the new mission and objectives on the company Strategic alternatives are inclusive of corporate, business and functional strategies and fit the natural physical environment, societal environment, industry and company concerns for at least three years. Strategic alternatives are supported with sound reasoning 9

10 Criteria 4. Recommended Strategies: Identify the recommended strategic alternatives for the corporate, business and functional levels of the company; justify each recommendation in terms of its ability to resolve both short and long-term problems and effectively deal with strategic factors 5. Writing: representative of Master s level; coherent; correct grammar, sentence structure, paragraph structure, spelling, punctuation, appropriate style and format (0-8 Points) No paper was submitted or demonstrates writing below the college level; paper has numerous (15 or more) writing and/or (9-16 Points) Demonstrates less than proficient academic writing; paper has writing and/or (17-24 Points) Recommended strategic alternatives address the three levels of strategy and supporting rationale is inclusive of short and long-term issues Demonstrates proficient academic writing; paper conforms to style/format; paper has 5-9 different writing and/or (25-32 Points) Reasoning accounts for the impact of each recommended strategy on the company s core and distinctive competencies. Identifies and explains why new policy development or policy revisions may be necessary to facilitate effective implementation Demonstrates scholarly academic writing and conforms to style/format; paper has less than 5 different writing and/or style errors Grading Rubric for Short Case Write-Up 4 (Strategy Implementation/Evaluation & Control) Criteria (0-8 Points) (9-16 Points) (17-24 Points) (25-32 Points) 1. Strategy Implementation Programs/Tactics, Budgets and Procedures: Determine the kinds of programs or tactics necessary to implement the recommended strategies. Identify and explain what must be done to align operations to the new intended direction such as structure, organizational life cycle, reengineering, Six Sigma, job redesign, international issues, centralization vs. decentralization. Indicate who should Addresses nearly all the elements within the criterion with substantive reasoning Fully addresses each element and explanations and are reasonable and 10

11 Criteria be responsible for developing them and who would have accountability. Address the financial aspects, timing/priorities and needed procedures to implement the strategic plan 2. Strategy Implementation Staffing and Directing: Address staffing as well as international staffing (if applicable), leading the implementation, and organizational culture in terms of any needed adjustments to align the company with the new strategy 3. Evaluation and Control System Capabilities: Assess strategic information systems for feedback concerning organizational performance. Determine how strategic factors are measured and how performance results can be obtained. 4. Evaluation and Control Control Measures: Determine the control measures necessary to ensure conformance with the recommended strategic plan 5. Writing: representative of Master s level; coherent; correct grammar, sentence structure, paragraph structure, spelling, punctuation, appropriate style and (0-8 Points) No paper was submitted or demonstrates writing below the college level; paper has numerous (15 or more) writing and/or (9-16 Points) Demonstrates less than proficient academic writing; paper has writing and/or (17-24 Points) Addresses nearly all the elements within the criterion with substantive reasoning Addresses nearly all the elements within the criterion with substantive reasoning Addresses nearly all the elements within the criterion with substantive reasoning Demonstrates proficient academic writing; paper conforms to style/format; paper has 5-9 different writing and/or (25-32 Points) Fully addresses each element and explanations are reasonable and Fully addresses each element and explanations are reasonable and Fully addresses each element and explanations are reasonable and Demonstrates scholarly academic writing and conforms to style/format; paper has less than 5 different writing and/or style errors 11

12 Criteria format. (0-8 Points) (9-16 Points) (17-24 Points) (25-32 Points) Final Project up to 760 points 46% of Grade The final project provides opportunity to apply the strategic management model to a company. The model is inclusive of environmental scanning, strategy formulation, strategy implementation, and evaluation and control. It also takes into account globalization, sustainability, social responsibility and ethical 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 Environment Case 28 - TomTom: New Competition Everywhere! As you read your selected case, carefully analyze the situation and determine if additional information is needed. If so, seek out the needed data or information. Apply relevant conceptual analysis tools and evaluate possible courses of action. When warranted determine the best recommendations or alternatives. Basically, your final project should follow the sections of the Strategic Audit of a Corporation (Appendix 1.A). Thus, the grading rubric for the final project is a compilation of the grading rubrics for the case write-ups. Papers are to conform to The Chicago Manual of Style and be pages in length and include a title page and a reference page when using 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, 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) Criteria (0-10 Points) (11-20 Points) (21-30 Points) (31-40 Points) 1. Current Performance: Describe and evaluate performance at the time of the case (return on investment, market share, & profitability). 2. Strategic Posture: Describe and assess the suitability and effectiveness of the company s current mission, objectives, In part, content lacks full development and analysis Provides factual descriptive information; uses high-level critical analysis skills supported with arguments Provides factual descriptive information; uses high-level critical analysis skills supported with Addresses the criterion and supplements the case facts through research and gives additional relevant information concerning the company at the time of the case Addresses the criterion and supplements the case facts through research and gives additional relevant 12

13 Criteria strategies and policies. 3. Board of Directors and Top Management: Describe and assess the effectiveness of governance and top management. 4. External Environment: At a minimum apply the STEEP Analysis Model or PESTEL Analysis to the company and analyze the results. Apply Porter s Approach to Industry Analysis and identify at least five external strategic factors supported with critical reasoning. 5. Summary of External Factors: Develop an External Factor Analysis Summary (EFAS) Table. List the company s most critical opportunities and threats (8-10); determine weight, rating and weighted score and provide a short paragraph explaining how well the company is responding to the factors in its external environment. 6. Corporate Structure and Culture: Analyze the (0-10 Points) shows misunderstanding of the subject area No table was presented and/or the table needs relevant content (11-20 Points) Some areas show critical analysis; additional is warranted; application of the models/frameworks are incomplete EFAS Table is partially complete; elements and reasoning is less than substantive (21-30 Points) arguments Provides factual descriptive information; uses high-level critical analysis skills supported with arguments Applies the specified models and frameworks and analyzes results with sound reasoning EFAS Table is nearly complete; reasoning is substantive in part Identifies at least 3 strengths and 3 (31-40 Points) information concerning the company at the time of the case. Exercises critical reflection and conducts comprehensive analysis Addresses the criterion and supplements the case facts through research and gives additional relevant information concerning the company at the time of the case. Exercises critical reflection and conducts comprehensive analysis Uses more than two analysis tools to assess external environment and identifies more than 5 critical external strategic factors with substantive reasoning EFAS Table is detailed and complete. The assessment of the company s external posture is supported with sound reasoning Identifies at least 4 strengths and 4 13

14 Criteria company s corporate structure and culture and determine the company s strengths and weaknesses in these areas. 7. Corporate Resources: Analyze Marketing and Finance and determine the company s strengths and weaknesses in these areas. 8. Corporate Resources: Analyze R&D and Operations & Logistics and determine the company s strengths and weaknesses in these areas. 9. Corporate Resources: Analyze Human Resource Management and Information Technology and determine the company s strengths and weaknesses in these areas. 10. Summary of Internal Factors: Develop an Internal Factor Analysis Summary (IFAS) Table. List the company s most critical strengths and weaknesses (8-10); determine weight, rating and weighted score and provide a short paragraph explaining how well the company is responding to the factors in its internal environment. 11. Situational Analysis: Develop a Strategic Factor Analysis Summary (SFAS) Matrix. Of the external (EFAS) and internal (IFAS) factors from the 1 st (0-10 Points) No table was presented and/or the table needs relevant content No matrix was presented and/or the matrix needs relevant content (11-20 Points) IFAS Table is partially complete; elements and reasoning is less than substantive SFAS Matrix is partially complete; critical elements are missing and reasoning is less than substantive (21-30 Points) Identifies at least 4 strengths and 4 Identifies at least 4 strengths and 4 Identifies at least 4 strengths and 4 IFAS Table is nearly complete; reasoning is substantive in part SFAS Matrix is nearly complete; reasoning is substantive in part (31-40 Points) Identifies at least 5 strengths and 5 Identifies at least 5 strengths and 5 Identifies at least 5 strengths and 5 IFAS Table is detailed and complete. The assessment of the company s internal posture is supported with sound reasoning SFAS Matrix is detailed and complete. The assessment of the company s competitive posture is supported with sound reasoning 14

15 Criteria and 2 nd case writeups, determine the strategic (most important) factors that strongly affect present and future performance. Weight each factor; rate each factor, obtain weighted score, determine duration, and show comments to support rationale used for each factor. Provide a short paragraph explaining uniqueness, competitive advantage and sustainability. 12. Mission and Objectives: Review and analyze the mission and objectives and determine their appropriateness in light of the key strategic factors and problems. Recommend why the mission and objectives should remain the same OR determine what the new missions and objectives should be and explain why. 13. Strategic Alternatives: Determine the major feasible alternative strategies available to the company and list the pros and cons for each. 14. Recommended Strategies: Identify the recommended (0-10 Points) (11-20 Points) (21-30 Points) Provides substantive and rationale concerning the review and analysis of the company s mission and objectives Strategic alternatives are inclusive of two of the following: corporate, business, functional strategies. For the most part, reasoning takes into account the natural physical environment, societal environment, industry and company concerns for at least three years. Recommended strategic alternatives address the three (31-40 Points) Analysis and reasoning extends beyond the obvious in recommending new mission and objectives. Thoroughly details the effects of the new mission and objectives on the company Strategic alternatives are inclusive of corporate, business and functional strategies and fit the natural physical environment, societal environment, industry and company concerns for at least three years. Strategic alternatives are supported with sound reasoning Reasoning accounts for the impact of each recommended 15

16 Criteria strategic alternatives for the corporate, business and functional levels of the company; justify each recommendation in terms of its ability to resolve both short and long-term problems and effectively deal with strategic factors 15. Strategy Implementation Programs/Tactics, Budgets and Procedures: Determine the kinds of programs or tactics necessary to implement the recommended strategies. Identify and explain what must be done to align operations to the new intended direction such as structure, organizational life cycle, reengineering, Six Sigma, job redesign, international issues, centralization vs. decentralization. Indicate who should be responsible for developing them and who would have accountability. Address the financial aspects, timing/priorities and needed procedures to implement the strategic plan 16. Strategy Implementation Staffing and Directing: Address staffing as well as international staffing (if applicable), leading the implementation, and (0-10 Points) (11-20 Points) (21-30 Points) levels of strategy and supporting rationale is inclusive of short and long-term issues Addresses nearly all the elements within the criterion with substantive reasoning Addresses nearly all the elements within the criterion with substantive reasoning (31-40 Points) strategy on the company s core and distinctive competencies. Identifies and explains why new policy development or policy revisions may be necessary to facilitate effective implementation Fully addresses each element and explanations and are reasonable and Fully addresses each element and explanations are reasonable and 16

17 Criteria organizational culture in terms of any needed adjustments to align the company with the new strategy 17. Evaluation and Control System Capabilities: Assess strategic information systems for feedback concerning organizational performance. Determine how strategic factors are measured and how performance results can be obtained. 18. Evaluation and Control Control Measures: Determine the control measures necessary to ensure conformance with the recommended strategic plan 19. Writing: representative of Master s level; coherent; correct grammar, sentence structure, paragraph structure, spelling, punctuation, appropriate style and format. (0-10 Points) No paper was submitted or demonstrates writing below the college level; paper has numerous (15 or more) writing and/or (11-20 Points) Demonstrates less than proficient academic writing; paper has writing and/or (21-30 Points) Addresses nearly all the elements within the criterion with substantive reasoning Addresses nearly all the elements within the criterion with substantive reasoning Demonstrates proficient academic writing; paper conforms to style/format; paper has 5-9 different writing and/or (31-40 Points) Fully addresses each element and explanations are reasonable and Fully addresses each element and explanations are reasonable and Demonstrates scholarly academic writing and conforms to style/format; paper has less than 5 different writing and/or style errors 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 Announcements section of the GoucherLearn Course Home page. You should check for new announcements when you log into the course. ASK the PROFESSOR: The Ask the Professor link is where I will respond to your questions about class policies, administrative concerns, and course content. Therefore, questions of these types should be posted here to allow the entire class to benefit from the questions and the answers. Feel free to answer 17

18 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 and will respond to questions within 24 hours during the week and 48 hours during weekends. Remember that the ASK the PROFESSOR is public; therefore, do not use this area to post information of a personal nature. You can reach me at the address ([email protected]). I will respond to queries within 24 hours during the week and 48 hours during weekends. Also, use for issues of a personal nature. Examples of personal messages include notification of illness and request for an extension of an assignment. WEBEX MEETINGS: To enhance our online connections, we will have periodic WebEx meetings. This technology also enables us to record each session; therefore, if you have to leave a meeting early or are unable to attend, you can view the recording. Thus far, six such meetings have been scheduled. We will have a get-to-know session during the first week of class. Also, we will have a session prior to the first writing assignment. The next sessions will occur prior to subsequent writing assignments. Based on our needs and concerns, we will schedule additional sessions when warranted. The length of the meeting may 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 PM Wednesday, March 4, 2015, 7:45 PM Saturday, March 21, 2015, 4:00 PM Saturday, April 11, 2015, 4:00 PM Saturday, May 2, 2015, 4:00 PM Wednesday, May 13, 2015, 7:45 PM STUDENT RESPONSIBILITY: Course participants are responsible for maintaining continuous involvement with faculty, fellow students and student groups. In particular, participation in all online discussions is required. Ongoing communication allows you to gain deeper insights into the content, activities and assignments 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 you simply wish to validate your understanding. For problems with technical aspects of the website: contact [email protected] (You may copy me). Missed Work: You are responsible for material covered in the course. It is your sole responsibility to obtain any 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 being completed by the due date, please notify me before the assignment is due so a new date can be negotiated. If you are unable to contact me, have someone else do so in your place. Don t wait to the last minute or let several days go by before contacting me. You may lose your opportunity to submit the late assignment. Late assignments without such notification will be assessed a late penalty. Assignments submitted 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 receive a 25% reduction. Assignments over 14 days late will not be accepted. 18

19 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 COURSE OUTLINE Session Topic Reading/Activity Week 1 February 17 Introduction to Strategic Management Basic Concepts of Strategic Management 23, Study of Strategic Management Globalization, Innovation and Sustainability Theories of Organizational Adaptation Basic Model of Strategic Management Initiation of Strategy-Triggering Events Strategic Decision Making The Strategic Audit (Model) Welcome Video Chapter 1 PowerPoint Presentation 2 Discussion Boards Articles: 1. "Are You Sure You Have a Strategy?" 2. "What Is Strategy?" YouTube Video What is Strategy? Michael Porter (1:47 Minutes) YouTube Video - Environmental Sustainability: We Have Choices (3:04 minutes) Week 2 February 24 March 2, 2015 Corporate Governance 1. Role of the Board of Directors 2. The Role of Top Management Social Responsibility and Ethics in Strategic Management WEBEX Welcome & Get to Know, Friday, February 20, :45 pm Chapters 2 and 3 PowerPoint Presentation 2 Discussion Boards YouTube Video The Role of the Board of Directors (1:41 Minutes) Week 3 Environment Scanning and Industry Analysis March 3 9, Competitive Intelligence Forecasting Analysis Tools Five Force Model, Value Chain Model, OT portion of SWOT, PEST/PESTEL Analysis Strategic Audit Checklist for Environmental Scanning YouTube Video Business Ethics: Corporate Social Responsibility (2:56 Minutes) Chapter 4 PowerPoint Presentation 1 Discussion Board Article: "The Five Competitive Forces that Shape Strategy." YouTube Video Michael Porter on the Five Competitive Forces for Today s Enterprises (1:47 Minutes) YouTube Video Strategic 19

20 Session Topic Reading/Activity Management: External Situational Analysis (18:31 minutes) WEBEX Preparing for 1 st Short Case Analysis, Wednesday, March 4, 2015, 7:45 PM Week 4 March 10 15, 2015 March 16 20, 2015 Week 5 March , Internal Scanning (Organizational Analysis) Resource-Based Approach Business Models Value Chain Analysis Scanning Functional Resources and Capabilities Analysis Tools SW portion of SWOT, TOWS Matrix, Porter s Four Corner Analysis VRIO Framework Strategic Audit Checklist for Organizational Analysis Spring Break Internal Scanning (Organizational Analysis) Continued 1 st Short Case Write Up (Environmental Analysis) DUE March 9, 2015 Chapter 5 PowerPoint Presentation 2 Discussion Boards Article: "The Core Competence of the Corporation." YouTube Video Porter s Value Chain Analysis of IKEA by Radd (3:06 Minutes) 1 Discussion Board YouTube Video Strategic Management: Internal Situational Analysis (9:24 Minutes) Week 6 March 28 April 3, 2015 Week 7 April 4 April 10, 2015 Strategy Formulation Situational Analysis and Business Strategy Tool Strategy Diamond SWOT Approach Business Strategy Strategy Formulation Corporate Strategy Directional Strategy Portfolio Analysis Corporate Parenting WEBEX Preparing for 2 nd Short Case Analysis, Saturday, March 21, 2015, 4:00 PM 2 nd Short Case Write Up (Organizational Analysis) DUE March 27, 2015 Chapter 6 PowerPoint Presentation 2 Discussion Boards YouTube Video What is Strategy? The Three Levels of Business Strategy (2:05 Minutes) YouTube Video Module 4 Strategy Formulation Using Generic Strategies (10:22 Minutes) Chapter 7 PowerPoint Presentation 2 Discussion Boards Article: 20

21 Session Topic Reading/Activity "From Competitive Advantage to Corporate Strategy." Week 8 April 11 17, 2015 Strategy Formulation - Functional Strategy and Strategic Choice Functional Strategy Sourcing Decision Selecting the Best Strategy 1. Policies YouTube Video What is Good Corporate Strategy? (4:46 Minutes) Chapter 8 PowerPoint Presentation 1 Discussion Board YouTube Video Strategy Analysis and Choice, Part 1 (7:17 Minutes) 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 WEBEX- Preparing for 3 rd Short Case Analysis, Saturday, April 11, 2015, 4:00 PM 3 rd Short Case Write Up Analysis of Strategic Factors [SWOT], Situational Analysis, Review of Missions & Objectives, Strategic Alternatives & Recommended Strategy DUE April 17, 2015 Chapters 9 PowerPoint Presentation 2 Discussion Boards Articles: 1. "Strategy Shifts in MNC Subsidiaries." 2. "Effective Global Strategy Implementation." YouTube Video What is Strategy Implementation? A Quick Overview (4:29 Minutes) Week 10 April 25 May 1, 2015 Strategy Implementation Staffing and Directing Chapter 10 PowerPoint Presentation 2 Discussion Boards YouTube Video Why Strategy Implementation Fails (5:25 Minutes) Week 11 May 2 May 8, 2015 Evaluation and Control in Strategic Management Measuring Performance Strategic Information Systems Chapter 11 PowerPoint Presentation 1 Discussion Board 21

22 Session Topic Reading/Activity Strategic Incentive Management YouTube Video Strategy 1. Evaluation and Control (10:22 Minutes) WEBEX Preparing for 4 th Short Case Analysis Saturday, May 2, 2015, 4:00 PM 4 th Short Case Write Up Strategy Implementation, Evaluation and control DUE May 8, 2015 Week 12 May 9 15, 2015 Strategic Management Practices Review 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) Week 13 Innovation May 16 22, Disruption/Business Model Innovation Design Thinking/Transient Advantage Blue Ocean Strategy Week Course Summation May 23 29, 2. Strategic Management Resources 2015 WEBEX Final Project Check-In, Wednesday, May 13, 2015, 7:45 PM Case 32 - Dell Inc. Changing the Business Model (Mini Case) 2 Discussion Boards YouTube Video What is Business Model Innovation? (4:01 Minutes) YouTube Video Blue Ocean Strategy and the World (7:45 minutes) 2 Discussion Boards PowerPoint Presentation YouTube Video Strategic Management (4:27 Minutes) Final Project Strategic Audit of a Corporation Due May 29,