Strategic Management

Mgt-4199 Kennesaw State University, Summer 2008, 1

Strategic Management MGT4199/05 (#10271) Summer 2008

Tuesday-Thursday 8:00pm—10:45pm, BB-383

Galileo password:

Dr. Robert Desman Office: BB-310, 770/423-6326

Class web page at:

http://smallpaws.zapto.org or WebCt

e-mail:

[email protected]

Week: Date TOPIC/ACTIVITY ASSIGNMENT

1 Th-5/29 • Introduction & Orientation

• Mapping the Strategic Territory

• Team Selections

Read the Case Case Case (on the class web page)

H&W* Chapter 1 & 2;

3-D** Chapter 2 & 11

(Context Model #1)†

2 T-6/3

Th-6/5

Organizations & the 3-D Process

—CASE CASE CASE —

Strategic Planning and Analysis

H&W Chapter 3; 3-D Chapter 6

(3-D Model #2)


(Plans & Planning Models #s 3 & 4)

3 T-6/10

Th-6/12

Systems & Reality Scanning

Strategic Design & Feasibility Auditing



(Capital & Location #5)

4 T-6/17

Th-6/19

Q & A for week 3 H&W 1-6, 3-D chaps

Catch up

(Analysis #6)

Individual analyses due

5 T-6/24

Th-6/26

—Start Capstone Simulation —

Plans & Planning

**6/25 last day to drop without Penalty**

Virtual Class

H&W Chapter 7; 3-D Appendix 13.1

(Financials #7)

Industry analysis & Peer/Evals Due

6 T-7/1

Th-7/3

Strategic Analysis, Thinking & Choice

Implementation & Control

H&W Chapter 8-9 & Appendix 11C

(Organizing #8)

H&W Chapter 10

(Organization #9)

7 T-7/8

Th-7/10

Final consultation on term project

Organization Utility

(Organization Utility #10)

Final Projects & Peer/Evals Due

8 T-7/15

Th-7/17

— Complete Capstone Simulation —

— Complete Capstone Simulation —

Virtual Class

Virtual Class

9 T-7/22

Th-7/24

Debriefings — what have you learned ?

Project Presentations 8:00PM – 10:00PM

Assignments are due on dates indicated and will be accepted late only by permission of instructor

Texts: *H&W = Essentials of Strategic Management, 4th edition, Hunger & Wheelen, Prentice Hall, 2007. ** 3-D = Strategy in Three Dimensions, Brawley & Desman, available on class web site

† presentation slides — available on the class website ; download before class On-line quizzes due for these chapters: You can access them through WebCT. Quizzes will close at 10:00AM on the date that the reading is assigned to be completed. Each quiz has 10 questions and you have one hour to complete it.


MGT-4199 STRATEGIC MANAGEMENT Dr. Robert Desman

Catalog Description:

MGT-4199: Strategic Management (3 semester hours) A course designed for the last or next

to last semester in the business program. A capstone course for several business disciplines,

serving to prepare the student to conceptualize and formulate overall organizational policy and

strategy.

Prerequisites: Sophomore GPA requirement, within 20 hours of graduation, FIN 3100.

Learning Objectives

The Strategic Management course is designed to be the capstone, final, integrated course in your

program of study in Business Administration.

CORE LEARNING OBJECTIVES FOR MGT-4199

Upon completion of the course, students should be able to:

•identify the elements of the strategic management model and their interrelationships;

•conduct an external environmental analysis employing appropriate techniques and tools;

•conduct an internal strategic audit employing the appropriate analytical techniques and tools;

•formulate appropriate strategic alternatives for an organization based on the strategy planning

process; and,

•address implementation, evaluation and control issues for suggested strategic alternatives.

The course assignments are developed around 3 themes: Strategic Thinking, Strategy

Operationalized, and Strategy in Action.

Upon completion of this course, you should be able to:

1. understand how a strategist thinks;

2. master the concepts and tools available to strategists to audit and analyze industries and

companies; (see core learning objectives above)

3. take this information, integrate and synthesize it into an efficient and effective organizational

strategy.

"Academic Integrity"

Every KSU student is responsible for upholding the provisions of the Student Code of Conduct, as published in the Undergraduate and Graduate Catalogs. Section II of the Student Code of Conduct addresses the University's policy on academic honesty, including provisions regarding plagiarism and cheating, unauthorized access to University

materials, misrepresentation/ falsification of University records or academic work, malicious removal, retention, or destruction of library materials, malicious/ intentional misuse of computer facilities and/or services, and misuse of

student identification cards. Incidents of alleged academic misconduct will be handled through the established procedures of the University Judiciary Program, which includes either an "informal" resolution by a faculty member,

resulting in a grade adjustment, or a formal hearing procedure, which may subject a student to the Code of Conduct's minimum one semester suspension requirement.


Seminar Content

The course objectives will be pursued through a multi-modal learning process. We will participate in

both individual and group projects that will include: assigned readings, lecture/discussions,

analyses, student presentations, empirical studies, and secondary research activities. Topics,

assignments, and a schedule of activities are presented in the course outline.

Instructional Philosophy

Achieving the course objectives and your personal development goals will be facilitated by our

mutual involvement in the learning process. The course content is designed to provide you with the

necessary resources and experiences, but the path is neither the journey nor the destination --

it can only provide structure and direction. The key to achievement is pro-activity. You are

expected to take the initiative to prepare yourself in advance of each class session. Furthermore,

you are expected to share the responsibility for enriching class discussions by participating --

actively, responsibly, and competently.

Adequate preparation will doubtless transcend simple exposure to the course materials -- it will

require thinking, exploring, questioning, analyzing, and discussing. To enhance this process,

students are encouraged to form and participate in study groups. Clearly, the educational

process is more dependent upon commitment and dedication to study than on mere classroom

attendance.

Average study time for undergraduate level course work is about two hours for every hour of class

time. Therefore, be prepared to devote approximately 8 hours per week to your studies --

obviously, the specific time requirements will vary from week-to-week and among individuals. To

earn a grade of C, all assignments must be submitted on time, examinations must be well-written,

papers must reflect quality in both content and mechanics, and there must be active involvement in

classroom activities and discussions -- regular attendance is critical.

General Learning Process

Throughout this course of study, we will explore a variety of strategic management perspectives.

We will examine company missions, profiles, environments and decisions. We will explore the

mechanics and analytic techniques of strategic management; strategy development, implementation,

control, and evaluation. Enriched thought processes and insights into the discipline will be pursued

through reading assignments, research, and class discussions--we will then apply what we have

learned to the analysis of an existing organization. Ultimately, we will consider the implications of

what we have learned for managing complex organizations.

I will be available at our mutual convenience to discuss your interests, studies and research,

academic progress, career, aspirations or any other issues you deem topical. I am sincerely

interested your welfare and development, but you must determine how I might best be used as a

resource and take the initiative to make contact.


Performance

Criteria And

Evaluation

All assignments must be

complete and properly formatted prior to my

review—pages must be numbered, exhibits must be labeled, referenced to

their source and dated, and all sources must be

properly referenced.

Email and Fax protocols:

no assignments will be accepted by e-mail or fax

unless otherwise stipulated

Essentially, your performance will be evaluated on the basis of your mastery of the

subject matter. The standards against which you will be evaluated were established

by other students in years past. You can achieve the course objectives and your own

personal achievement goals through:

1. Competent preparation - This will be demonstrated by your active and

responsible participation in assigned activities and discussions;

2. Integration of the subject matter into your analyses and examinations;

3. Professional presentation of mastered subject matter in your written

and oral assignments; and

4. Punctual performance - If others are to benefit from your contributions,

and you are to benefit from theirs, timeliness is essential. Furthermore,

I have arranged my schedule to provide you the fastest possible

turnaround. Late assignments are not anticipated; if the work is

accepted, 20% will be deducted from the point total for each week past

the due-date.

Assignment Weighting

Quizzes (8) 80

Individual Company analysis 20

Written Industry Profile - group (professor evaluation) 20

Oral Project Presentation - group (with class evaluation) 40

Written Project – group (Professor and peer evaluation ) 40

Capstone Simulation 15

TOTAL POINTS POSSIBLE 215

Grades will be assigned on the basis of point total percentages: A=90%, B=80%, C=70%, etc.

Assignments

Each of the class assignments was designed to facilitate your conceptual and

practical understanding of strategic management. All written assignments should be

carefully proofread and edited before being submitted. All written work is to be

typed, double-spaced, and have appropriate margins; it is to follow the format

specified in the assignment description; and, is to employ a generally accepted style.

If your formal writing skills have gotten a bit "rusty," you may want to consult a

current style and form manual (MLS, APA, etc.)

Please do not use folders or binders for individual papers--a staple will do.

Attendance

Class attendance is mandatory. Absences will be penalized by reducing the final

grade by the percentage of classes missed. This equates to a 6.25% point reduction

for each class missed. Students missing three classes will be dropped from the class

roll and will be responsible for formally withdrawing from the class through the

registrar’s office.

Quizzes 80 points Incomplete quiz will be recorded as an "F"

Objective: To provide you and me with feedback regarding your understanding of

the course content.

Assignment: The quiz questions relate specifically to the content of the Hunger &

Wheelen text. This is not to suggest that you ignore the 3-D text. You will find it

invaluable in the execution of your individual analysis and the group project.


Individual Firm

Analysis

(20 points)

Term Project (Team Assignment)

Written

Industry Profile

(Industry research)

20 points

Final Written

Analysis

40 points

Oral Presentation

40 points

Points adjusted by peer performance

evaluation

You will be assigned a company in the industry in which your group project is focused.

You will research the company, fill out the “company data sheet” (available on the

class web site). And compete the assigned analyses. These data, along with those of

your group members will assist you in developing your “industry profile” paper.

Objective: To gain experience applying strategic management concepts in a practical

setting, to enhance your professional writing and presentation skills, and to increase

your familiarity with the role of the strategic manager.

Assignment: You will analyze an actual organization employing the models and

methods presented in class. You will prepare an analysis and evaluation pertaining to

a selected organization. Your choices are limited to the organizations provided. This

is a team assignment . . . the number of teams and team size will be determined by

class enrollment. Team members will conduct peer evaluations (one at mid-term and

one at the conclusion of the project).

You will share your analysis and recommendations in a 20-30 minute presentation

before the class. You will assume the role of an executive appearing before a

management committee -- the class will serve in this capacity. Each presentation will

be followed by a brief period to allow for questions and then an evaluation by the

class members. The class will distribute 15 of the presentation points and the

professor will do the same. Your analysis and recommendations will be prepared as a

written report and submitted for grading. The professor will evaluate the written

submission. You may, in fact you are encouraged to, consult with each other and the

professor at any point along the way.

Coles College

Assurance of

Learning

15 points

Foundation Business

Simulation

(Footrace)

weeks 5 & 8

Coles College Of Business-Assurance Of Learning-Senior Capstone Experience

Can you run your own business? How well prepared are you for the business world?

Can you plan and implement a consistent strategy?

As part of our Coles College Assurance of Learning Initiative, students in the

capstone business classes, MGT 4199, will be required to participate in a Business

Simulation and Testing of Business Knowledge.

Individuals will participate in the simulation over a 4 week s period—6/24 to 7/17.

The Foundation Business Simulation will be conducted virtually by going to the

website: http://www.capsim.com or accessing it from the WebCT page.

The results from the simulation will be incorporated into both your grade in MGT

4199 and into our Coles College Assurance of Learning Reporting.

Students will have until week 8 of the class to complete the simulation.

For Coles College AOL goals see attached document.

Texts and other

reference materials

T J. David Hunger and Thomas L. Wheelan, Essentials of Strategic Management, 4th ed., Pearson, Prentice-Hall, 2007 (Paperback version without cases).


Dorothy Brawley, Robert Desman and Timothy Mescon, Strategy in Three

Dimensions. The manuscript is available on the class web site (“3D Strategy” button)

for a view of structural methodology (particularly chaps 6, 11, 15)

Explore the resources under the “Search” button on the class web site

Term Project

General Guidelines

Refer to specific

instructions

provided

1. What is their Reality? (Scan and premise their General and Task Environments)

2. What is Feasible (and unfeasible) for them? (Audit the organization)

3. What are their primary Goals? (Corporate, Competitive, etc.)

a) Are they Realistic?

b) Are they Feasible?

c) Are they mutually consistent and sufficiently comprehensive?

4. What strategies are they using to pursue goal accomplishment?

a) Corporate level?

b) Competitive level?

c) Functional and/or Operating level?

d) How are they doing relative to their goals?

5. What is your assessment of their strategic choices and execution?

a) Are they using the right strategies?

b) Are they executing them properly?

c) Are there some other strategies they might consider given their

situation?

Cautionary Note: Do not try to do this assignment by just “filling in the

blanks” and “labeling.” The guidelines are general and simply outline the

process. You may find that a brief description of the organization, some

historical information, and a conclusion might be helpful. It is incumbent

upon you to explain the how and why of your assessment and conclusions and

to take your reader/listener through the logic of your thinking in a

consistent and methodological manner. Use the terms, concepts, and models

we are studying . . . but, please use them properly and respect their

operational meanings. You cannot “armchair” this so do the necessary

research (and document it). There are no right or wrong answers . . .

only right or wrong methods.


MGT-4199: Learning Objectives/Course Content

Students analyze primary and secondary research findings and derive their implications for strategic decision making. Further they evaluate current strategies and determine their

propriety given existing and forecast conditions.

Students evaluate external resource availability, organizational resource needs based on

internal Capabilities and Financial Analysis. Students employ skills learned in managing their

project work teams — Students evaluate the fit and internal consistency across levels of

strategy, and continuum of resource sustainability at varying performance levels, and evaluate performance gap..

Students incorporate the consideration of ethical issues in their written assignments

Discussions and application of group process through team projects, group peer evaluations,

peer feedback — Professor’s facilitation and direction, group case/project analysis and presentation— In-class critiques, peer evaluation/ pressure/ recognition; leadership

discussions, discussions; team project involving a diverse groups of individuals —

Students complete project/cases requiring remote/ operating/ and industry environmental analysis, market/competitive analysis, stakeholder analysis — Students complete scenario

analysis, value chain analysis, and risk assessment as part of case and/or capstone project — In project and case analyses, students complete an industry briefing and strategic analysis of

alternatives based on SWOT Analysis, external environmental analysis, Industry/Company gap analysis, Strategic Choice Criteria, Financial Analysis.

Students use Online Library resources and Internet/Web based resources for research;

Powerpoint/Excel/Word in both oral and written presentations; E-Mail and WebCT for communications — WebCT, E-Mail, Electronic Submissions, Internet.

Students demonstrate their understanding of corporate, competitive and functional strategies: the conditions that dictate them; and their appropriate use in written projects,

simulations, and analyses.

Strategic Management

Business

Transcript of Strategic Management