MGMT 478 Strategic Management


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MGMT 478 Strategic Management

  1. 1. Management 478 Business Policy and Strategic Management Section C Spring 2005 Instructor: Brad Shrader, Ph.D. Office Hours: 10-11amTuesday/Thursday 3185 Gerdin Business Building Office Phone - 294-3050 Dept. Phone – 294-8116 Prerequisites: Mgt. 370; POM 320; Fin. 301; Mkt. 340; Trnlog 360, graduating senior. Required Text: Strategic Management and Business Policy, 9th edition, by Wheelen and Hunger, Pearson/ Prentice Hall publishers, 2004. Course Description: This course is about the strategic management of firms and about developing a “top management point of view.” This refers to the manager’s ability to consider issues, problems, and decisions with regard to the total organization. Such a perspective enables all levels of management to gain an appreciation for the complexities involved in managing a formal organization and an understanding of the organization’s relationship to its environment. Furthermore, students will gain an understanding of the relationship between their functional specialty (i.e. accounting, finance, marketing, transportation, MIS, production, personnel, etc.) and the overall operation of the firm. The ISU Bulletin describes Management 478 as follows: “Strategy formation, implementation, and evaluation and control in today’s organizations. Emphasis is on strategic planning and decision making using the case method and/or projects.” The assignments contained in this outline fulfill this description. There are two major educational objectives tied to this course. One is to present current thinking and research related to the corporate and competitive strategies of firms. The other is to provide each student with an opportunity to “integrate” what they have learned from previously taken business courses. Specifically, strategic management/business policy considers the organization’s mission, goals, policies, structure, technology, and strategy within its competitive environment; thus allowing an analysis of the long and short-term implications of decisions and actions. Strategic management also considers how a decision made in one functional area affects other functions and the organization as a whole. The course will attempt to simulate this decision environment through case discussions and presentations. Cases will provide the chief means by which students learn to integrate knowledge from the various functional areas in making decisions. - Students needing special learning accommodations should make them known to the instructor as soon as possible.
  2. 2. Course Requirements: Examinations – Midterm #1 - essay, 20 points Midterm #2 - essay, 20 points Midterm #3 – essay, 20 points Team take-home final- essay – 20 points Participation – Attendance – expected of all students Participation in class discussion/case discussions – 20 points Total – 100 points, No assignments will be accepted late. Exams: There will be four essay exams (three individual and one final team project) during the semester. Reviews will be undertaken prior to each exam and the dates are listed on the course outline – so plan in advance. The exams are weighted equally. The goal of the midterms is to examine student understanding of content material covered in class and in the text. The goal of the final is to integrate what students have learned in the class and in their business major in general. The final is a team take-home case project. Teams will be graded as a whole on how well the questions are answered using course material; and how well case problem is analyzed, related to course material, and on how well solutions are presented. The major evaluation criteria used in grading exams will the accurate, comprehensive and appropriate application of course material to the relevant question. Also considered will be the diction, sophistication, consistency, legibility, and clarity of responses. Please bring a blank blue book (exam book) to class on exam day. I will retain all exam blue books. Students wishing to appeal an exam score must do so in writing. Students missing an exam will be required to write a paper/case analysis (in lieu of a make up exam) on an assigned topic and submit it within one week of the scheduled exam. Exams will be graded and reported the following class period. Descriptive statistics for each exam will also be reported. Students are encouraged to check their exam scores and overall grade standing in the course with me anytime during the semester. Participation/case discussions and presentations: Each individual will be graded on general class participation, which means contribution made to class discussion. In-class case discussions are designed to help students apply the concepts from the readings and lectures. During the course of the semester each student will be called upon to discuss cases in class, and each student will also be called on in class to lead one case discussion during the semester. Discussions are to be professional and informative. Also, the leaders should try and involve others in the class in discussion. The instructor will keep a journal of daily class proceedings. Grading: 94-100% = A 80-82% = B- 67-69% = D+ 90-93% = A- 77-79% = C+ 63-66% = D 87-89% = B+ 73-76% = C 60-62% = D- 83-86% = B 70-72% = C- < 60% = F
  3. 3. Assignment and Lecture Schedule: Date Topic Chapter # Case # 1/11 Class organization and Team Assignments 1/13 Strategic Management 1 1/18 Corporate Governance 2 1 1/20 Social Responsibility 17 1/25 Case Discussion 19 1/27 Industry Analysis 3 2/1 Case discussion 18 2/3 Internal Scanning 4 2/8 Case discussion 27 2/10 Exam #1 (based on mini-case #38) 2/15 Business-level Strategy 5 2/17 Case discussion 15 2/22 Corporate-Level Strategy 6 2/24 Case discussion 10 3/1 Functional-level Strategy 7 3/3 Case discussion 11 3/8 Case discussion 29 3/10 Exam #2 (based on mini-case #35) 3/14-18 Spring break 3/22 Strategy Implementation 8,9 3/24 Case discussion 30 3/29 Evaluation and Control 10 33 3/31 Case discussion 32 4/5 Technology and Innovation 11 4/7 Case discussion 12
  4. 4. Date Topic Chapter # Case # 4/12 Entrepreneurship 12 4/14 Case discussion 24 4/19 Not-for-profits 13 34 4/21 International Issues 6 4/26 Exam #3 4/28 Case Analysis Workshop 14 5/2-6 Final exam – due as scheduled (20 points based on case #22)