STRATEGIC MANAGEMENT
                           MGMT 479I
                       January 2010 (09/53)
                    ...
hour, and like the Major Field Test, must also be taken in a proctored setting. Students selected to take
this test will a...
objectives, and alternative strategies using a SWOT matrix. We also will discuss the different
types of business-level str...
To integrate and apply the knowledge gained in earlier business courses.
       To develop the capacity to think strategic...
Read the entire syllabus before continuing the course.

Student Manual

A great resource for students in the online classr...
All students will participate in discussions. Conventions of "online etiquette," which
       includes courtesy to all use...
An optional communication tool we have at our disposal is the use of a chat room. Chat rooms
allow us to communicate in a ...
recommended solution. I expect the student to support their recommended solutions with
       rational thought learned fro...
IV. Grades
   WEEK                ASSIGNMENT                   POINTS          DUE DATE
   Week 1               Discussion...
VI. Course Schedule
Week 1: Basic Concepts of Strategic Management; Corporate Governance

      Readings:
         o Text:...
paper will be double-spaced and will not exceed 10 pages in length. The assignment will
      be placed in the D2L Dropbox...
Team Developed Strategic Audit. You will be developing strategic options for Wal-Mart
Stores, Inc.: Under Attack (2006)‖ (...
Week 8: Final Examination

      Readings:
          o Text: Review textbook
          o Instructor Notes
      Final Exam...
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MGMT 479A BUSINESS POLICY

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MGMT 479A BUSINESS POLICY

  1. 1. STRATEGIC MANAGEMENT MGMT 479I January 2010 (09/53) Online Course Syllabus “The soul…never thinks without a picture.” --- Aristotle Course Description MGMT 479 Strategic Management Culminating experience/capstone course for majors in Business Administration. Requires case/report writing and the ability to integrate materials from previous courses to analyze and resolve complete business strategic planning problems. A final grade of ―C‖ or better must be achieved to satisfy graduation requirements. Prerequisites: Senior status, completion of at least 33 hours of core requirements and at least six hours of upper-level courses within their identified major. ASSESSMENT TESTING: Because this is a capstone course for your major, also known as a culminating experience course, you will be required to take a senior test - the Major Field Test (MFT). It is a nationally-normed standardized test taken by thousands of students throughout the United States. Columbia College uses your results and the results of every Columbia College student taking the test to improve learning experiences and the curriculum in your major. The content of the Major Field Test reflects the basic knowledge and understanding gained in the core undergraduate curriculum. The tests are two-hour, multiple-choice examinations designed to assess mastery of concepts and principles as well as knowledge expected of students at the conclusion of a major in specific subject areas. They go beyond measurement of factual knowledge, however, because they also evaluate your ability to analyze and solve problems, understand relationships, and interpret material. Approximately half way through this course you will personally receive an email from the Executive Vice President and Dean for Academic Affairs of the College about the MFT. If you are within reasonable distance of one of our 30 nationwide AHE Campuses, you will be asked to go to that campus to take the MFT in a proctored setting. If you are too far from a Campus, or if extremely extenuating circumstances prevent you from taking the MFT at the nearby Campus, you may request a waiver by emailing the Executive Vice President. In addition to the above Major Field Test, which everyone enrolled in a capstone course must take, a few of you will also be randomly selected to take an additional test - The Measures of Academic Proficiency & Progress (MAPP). The MAPP measures proficiency in General Education. The test takes about an
  2. 2. hour, and like the Major Field Test, must also be taken in a proctored setting. Students selected to take this test will also be contacted via email by the Executive Vice President. The MAPP focuses on skills developed in introductory courses in the humanities, social sciences, and natural sciences. It concentrates on issues, themes, and ideas. Questions do not ask for recall of specific information but, instead, test your ability to read carefully, make judgments about clarity, correctness, or organization of material, think critically about issues and arguments, and work effectively with mathematics. While the AP test is shorter in length and measures proficiency in general education, instead of knowledge in your major, it is just as important. It too is a nationally-normed standardized test taken by students throughout the country. We use the results of this test to improve learning experiences and the general education curriculum. I. Overview and Course Goals Welcome to Strategic Management (MGMT 479), online! This is the culminating course for Business Administration students. This is a demanding course that will teach students how to utilize the skills they have learned during their college and professional careers. This course is about strategic management—the excitement and challenge of providing the vision, developing the mission, and implementing the strategic intent for organizations. Each week we will focus on different aspects of strategic management, from strategic management inputs, to strategy formulation, to strategy implementations; these are reinforced and expanded in our text, Strategic Management and Business Policy, course notes, and case studies. Upon successful completion of this course, you will have a complete understanding of the facets of strategic management and be able to understand top management’s decisions and organizations’ strategies, both domestically and globally. During Week 1, we begin to introduce strategic management by defining strategic competitiveness, competitive advantage, and above-average returns, and we will discuss the basic concepts of strategic management. We will discuss corporate governance, define agency relationship and managerial opportunism, internal corporate governance mechanisms, and international corporate governance. You will be introduced to the concepts relative to resources, capabilities, and core competencies. We will also work on a case study in a conference thread. During Week 2, we will discuss social responsibility and its effect on ethical behavior of strategic management, and ethical decision making, the external environment, looking at opportunities, threats, industry competition, competitor analyses, and Porter’s Approach to Industry Analysis. We will also work on a case study in a conference thread. During Week 3, we will discuss the internal environment and will, in more depth, define resources, capabilities, and core competencies, value chains, basic organizational structures, and corporate cultures. We will also discuss SWOT analysis, review strategic missions and
  3. 3. objectives, and alternative strategies using a SWOT matrix. We also will discuss the different types of business-level strategies, identifying issues relative to customers, and discussing risk relative to business-level strategies. You will submit your first written case study. During Week 4, we will discuss the different types of corporate-level strategies, identifying the advantages and disadvantages of these strategies, and diversification. We will then discuss functional strategies, marketing strategies, financial strategies, R&D strategies, operations strategies, purchasing strategies, logistics strategies, and HR strategies. We will also work on a case study in a conference thread. During Week 5, we will discuss strategy implementation, organizational life cycles, advanced organizational structures, acquisition and restructuring strategies, the short- and long-term outcomes of restructuring strategies, and international strategy implementation. We then will discuss strategic staffing, strategic leadership, top management teams, the value of strategic leadership, the development of an organization’s human capital, managing the corporate culture, MBO, TQM, Six Sigma, and international management. You will submit your second written case study. You will be assigned to a team with 3-5 members. This team will be required to complete a strategic assignment during Weeks 6 and 7. During Week 6, we will discuss evaluation and control of strategic management, strategic information systems, and problems in measuring strategic performance. We then will discuss the strategic issues in staffing and directing, environmental scanning, strategy formulation, and strategy implementation. You and your team will strategically analyze Wal-Mart (Case 19). Based on the information presented in the case study, you and your team will submit a power point presentation and an executive summary for this company. Team Developed Strategic Audit. Using a strategic audit, you will prepare a power point presentation and an executive summary for Wal-Mart Stores Inc.: Under Attack (2006) (Case 19). You will use the strategic audit using your text (Figure 12-1, page 374, and Appendices 12.B and C, pages 380-390) to assist in the preparation of these two requirements. During Week 7, we continue our work on strategic management by the completion and submission of your team’s power point presentation and executive summary. During Week 8, your final requirement will be a written examination based on a case study from the text that will assigned by Monday of Week 8. II. Course Objectives After you have completed this course, you should be able:
  4. 4. To integrate and apply the knowledge gained in earlier business courses. To develop the capacity to think strategically about an organization, its position in its industry and among competitors, and how it can gain a sustainable competitive advantage. To provide hands-on experience using case analyses in crafting organizational strategy, reasoning carefully about strategic options, using what-if analysis to evaluate action alternatives, and making strategic decisions. The measurable learning objectives for this course are: Understand the factors that impact on strategic decision-making, implementation, and evaluation. Conduct an organizational resource-based situational analysis. Conduct comprehensive environmental scanning and assess the volatility of industry position. Develop comprehensive business strategies by identifying strategic options, policies, procedures, budgets, and timelines. Use ―what-if‖ scenario analysis to evaluate action alternatives, make strategic decisions, and choose strategic options. Evaluate corporate competitive position and an understanding of the global marketplace and its impact on strategic analysis and planning. Critically evaluate strategic decisions, findings, outcomes, conclusions, and recommendations. III. Course Policies To view a demonstration course for details about taking an online course, please go to the following address: http://www.ccis.edu/online/demo.asp. There will be no discrimination on the basis of sex, race, color, national origin, sexual orientation, religion, ideology, political affiliation, veteran status, age, physical handicap, or marital status. Students with documented disabilities who may need academic services for this course are required to register with the Coordinator for Disability Services at 573-875-7626. Until the student has been cleared through the disability services office, accommodations do not have to be granted. It is vital if you are a student who has a documented disability to read the entire syllabus before signing up for the course. The structure or the content of the course can make an accommodation not feasible. The policies and related syllabus matters remain subject to change in the event of extenuating circumstances.
  5. 5. Read the entire syllabus before continuing the course. Student Manual A great resource for students in the online classroom is the student manual. The student manual can be accessed by going to the following address: http://www.ccis.edu/online/studentmanual/. Student Conduct The instructor reserves the right to manage a positive learning environment and thus will not tolerate inappropriate conduct in the course. All Columbia College students, whether enrolled in a land-based or online course, are responsible for behaving in a manner consistent with Columbia College’s Code of Student Conduct and Ethics Code for Computer Users. Students violating these codes will be referred to the Campus Life Office for possible disciplinary action. The Code for Student Conduct and the Ethics Code for Computer Users can be found in the Columbia College Student handbook, a copy of which can be obtained by calling the Campus Life office at 573.875.7425. Online Participation This course is offered online, over the Internet, by Columbia College. Students are expected to devote an extended amount of time working on the course, using Internet resources, other student input, and scheduled class discussions. The discussions will be scheduled several times during the course to discuss case studies and answer other questions that students may have relative to the subject matter. See "Ground Rules for Online Participation" for additional information. A class week is defined as the period of time between Monday and Sunday. The first week begins the first day of the session and ends midnight the following Sunday. Assignments scheduled for completion during a class week should be completed by midnight, Sunday, of the week assigned, except for Week 8 when the week and course will end Saturday at midnight. Writing assignments should be completed and successfully submitted, via email, so that they are in the instructor’s hands on the due date. Submission of requirements other than by email is strongly discouraged. NOTE: Because this is an online course designed to get feedback on assignments to you directly via email, you must make prior arrangements with the instructor before submitting a paper via fax or the postal service. Only situations that are specifically detailed to the instructor, and subsequently approved by the instructor, will an alternative method of submission be approved. If you have problems transmitting your assignments to the instructor, telephone Robert Morris immediately at 904.304.2974 on weekdays so we may try to resolve the problem. Ground Rules for Online Participation Students should use email for private messages to the instructor and other students. The class conference is for public messages. Students are expected to participate a minimum of 5 hours per week by completing reading assignments, conferencing, or other appropriate online activities, including sending/receiving email, and navigating and conducting research online.
  6. 6. All students will participate in discussions. Conventions of "online etiquette," which includes courtesy to all users, will be observed. Students may get assistance with computer-related problems through the instructor. Students are required to submit papers as Microsoft Word documents and will be placed in the Dropbox area. Any requirements submitted in a format that is not in Microsoft Word will be returned to the student un-graded. Assigned papers may be submitted via the postal service or fax only if arrangements are made with the instructor beforehand, and only if extenuating circumstances exist. Academic Honesty All Columbia College policies are in effect as described in the Academic Dishonesty/Misconduct section of the current college Catalog. All your work must be your own unless collaboration has been authorized. If collaboration is authorized you must acknowledge the collaboration in writing. Your grade will be based in large part on the originality of your ideas and your written presentation of these ideas. Presenting as one’s own the words, ideas, or expression of another in any form is cheating through plagiarism. If you are unsure what constitutes plagiarism, review the rules of original writing at the following web site: http://owl.english.purdue.edu/. This link provides valuable information, including examples of plagiarism. To review some plagiarism tools available to students, take a look at http://www.schoolsucks.com and http://www.termpapersites.com. The content of these plagiarism sites would, if you were lucky, get you a ―D‖ in this course if you were not caught. It is substandard work indeed, but you will almost always be caught if you try to cheat, due to the plagiarism prevention tools available to instructors. Here are two sites that may be of interest: http://www.indiana.edu/~istd and http://www.plagiarism.com. Plagiarism will not be tolerated and the claim of ignorance is no excuse. Those found plagiarizing may receive an ―F‖ for the course. Collaboration with other students is not permitted without explicit permission from the instructor. This is a form of plagiarism. Roommates and spouses taking the same course should be particularly careful. Levels of Communication We will be using a minimum of two levels of communication in this course, one formal, the other informal. All email assignments are formal. They should be written as if you are communicating with a client. The formal rules of proper English and grammar apply for these submissions, and points will be deducted for misspellings, incomplete sentences, poor sentence structure, etc. Discussion postings are informal. You do not have to use capitalizations to begin sentences, there are no penalties for misspellings, incomplete sentences, or other violations of grammatical rules. The criteria that has been met in conference postings is that your messages must be original and intelligible. You must communicate effectively. In addition, you must meet the weekly requirements for full credit on conference room assignments.
  7. 7. An optional communication tool we have at our disposal is the use of a chat room. Chat rooms allow us to communicate in a synchronous fashion if class participants desire to communicate with the instructor in "real time". If one or more students desire synchronous communication, start a thread in the conference requesting a chat session. We will establish a cyber location, a date and a time and we can discuss issues arising in the course. This course is structured around asynchronous communication. Use of chat rooms is strictly optional, and will only be utilized at the request of course participants. eServices If you are a first time online student, please go to the student information webpage at http://www.ccis.edu/online/admissions/onlineforme.asp. This page contains self assessment quizzes, a student manual for D2L, a course demonstration, technical requirements, and help numbers. Columbia College's library databases are available at https://www.ccis.edu/offices/library/. You may access them using your eServices login and password when prompted. Proxy codes are no longer required. If you need any sort of technical help regarding your eServices account, contact the help desk by email at CCHelpDesk@ccis.edu or call 1-800-231-2391 x4357. If you need any sort of technical help regarding D2L, please contact the help desk at helpdesk@desire2learn.com. You are required to use the College CougarMail address for this course. If you would like, you can have your CougarMail forwarded to another email account. To do so, click here for instructions. GRADING POLICY: General. The grading scale is as follows: A = 90-100% B = 80-89.9% C = 70-79.9% D = 60-69.9% F = 0-59.9% Evaluation Each student is required to successfully complete the following: There are two case studies that each student will submit a written paper. Each case study will include a synopsis; identification of the organization’s resources, capabilities, and core competencies; and three findings of fact. Each finding of fact will require a justified
  8. 8. recommended solution. I expect the student to support their recommended solutions with rational thought learned from the course material, other courses, and real-life experiences. Papers are due on the dates specified below. Late submission will result in the paper’s grade being reduced by 10 points per day. Each paper is worth 100 points. Each paper will be placed in the D2L Dropbox, by the required due date. Each member of the class will be assigned to a team consisting of 3-5 members for the written Team Developed Strategic Audit Assignment. The grading for this assignment will be based on the assessment of the annual reports, an in-depth strategic analysis, and the formulation of a strategic plan for the selected company. The Power Point presentation will include recommendations supported by analyzing the company within the confines of the case study data, course material integration, and consensus of the team as to the company’s recommended best strategic course(s) of action. Additionally, you will submit an executive summary presenting, in detail, your recommendations for the company’s best strategic course(s) of action, including implementation and evaluation and control phases. This assignment is worth 250 points. Participation in discussions. I expect each student to actively participate in each of the three discussion threads and provide thoughtful input. Discussion participation is worth 150 points (50 points for each discussion thread). The final examination will be provided to students by Monday of Week 8 and must be submitted by midnight Saturday, Week 8. It will be an essay test based on a case study where the student will demonstrate the knowledge learned during the course. The examination will be worth 300 points. Other requirements for successful completion of the course: Complete weekly reading assignments and notes provided by the instructor. Build a strong team that all members’ decisions and inputs are valued for the Team Developed Strategic Audit Assignment. Utilize the readings, notes, and on-line resources to augment the written papers, discussion threads, and final examination. Late Assignment Policy Late Assignment Policy for this course is as follows: Late submissions for online conference assignments, the penalty will be the loss of 5 points per day. Submission for credit not allowed more than 4 days past the due date. Late submissions for the two written case studies, the penalty will be the loss of 10 points per day. Submission for credit not allowed more than 4 days past the due date. Late submissions for the Global 500 Strategic Audit Team Assignment, the penalty will be the loss of 25 points for each team member per day. Submission for credit not allowed more than 4 days past the due date. Late submissions for the final exam, the penalty will be the loss of 30 points if not submitted by midnight Saturday, last day of class and will be the loss of 300 points if not submitted by midnight Sunday, first day after the course finishes.
  9. 9. IV. Grades WEEK ASSIGNMENT POINTS DUE DATE Week 1 Discussion #1 50 01/17/09 Week 2 Discussion #2 50 01/24/09 Week 3 Case Study #1 100 01/31/09 Week 4 Discussion #3 50 02/07/09 Week 5 Case Study #2 100 02/14/09 Team Strategic Audit N/A Week 6 Assignment Team Strategic Audit 02/2809 Week 7 250 Assignment Week 8 Final Examination 300 03/06/09 Total 900 V. Required Text Wheelen, Thomas L. and J. David Hunger. Strategic Management and Business Policy, 12th edition. Pearson. ISBN-10: 0-13-609739-1 ISBN-13: 978-0-13-609739-6 MBS offers a Columbia College version of this text, ISBN: 978-0-558-44067-1. As a matter of note, there is no eBook for this course. Students are strongly discouraged from purchasing any alternative textbook for this course. Alternative textbooks do not have the required case studies. You may order textbooks online at http://bookstore.mbsdirect.net/columbia.htm.
  10. 10. VI. Course Schedule Week 1: Basic Concepts of Strategic Management; Corporate Governance Readings: o Text: Read Chapters 1 and 2 o Instructor notes, including addendum Discussion #1: Based on the Case Study ―The Future of Gap, Inc.‖ Case 21, starting on page 21-1, complete the following requirements: o Identify Gap’s resources, capabilities, and core competencies o Provide three findings of fact. Students are not required to provide recommendations and justifications for these findings of fact. o Comment on classmates’ and instructor’s postings Week 2: Social Responsibility and Ethics in Strategic Management; Environmental Scanning and Industry Analysis Readings: o Text: Read Chapters 3 and 4 o Instructor notes Discussion #2: Based on the Case Study ―JetBlue Airways: Growing Pains,‖ Case 17, starting on page 17-1, complete the following requirements: o Write a complete synopsis o Identify their resources, capabilities, and core competencies o Write one finding of fact, with a fully justified recommendation/justification o Comment on classmates’ and instructor’s postings Week 3: Internal Scanning: Organizational Analysis; Situation Analysis and Business Strategy Readings: o Text: Read Chapters 5 and 6 o Instructor notes Case Study #1. Due to Dropbox by end of Week 3. The case study: ―Harley- Davidson, Inc., Thriving Through a Recession‖ Case 16 starting on page 16-1, will include a synopsis; identification of their resources, capabilities, and core competencies; and three findings of fact. Each finding of fact will require a justified solution, each a minimum of one page each. The student will support their recommended solutions with rational thought learned from the course material, other courses, and real-life experiences. Late submission will result in the paper’s grade being reduced by 10 points per day. The
  11. 11. paper will be double-spaced and will not exceed 10 pages in length. The assignment will be placed in the D2L Dropbox. Week 4: Corporate Strategy; Functional Strategy and Strategic Choice Readings: o Text: Read Chapters 7 and 8 o Instructor notes Discussion #3: Based on the Case Study ―Rocky Mountain Chocolate Factory, Inc (2008): Recipe for Success?‖ Case 22, starting on page 22-1, complete the following requirements: o Identify their resources, capabilities, and core competencies o Write two findings of fact, with a fully justified recommendation/justification o Comment on classmates’ and instructor’s postings Week 5: Organizing for Action; Staffing and Directing Readings: o Text: Read Chapters 9 and 10 o Instructor notes Case Study #2. Due to Dropbox by end of Week 5. The case study: ―Whole Foods Market (2005)‖ Case 28, starting on page 28-1, will include a synopsis and three findings of fact. Each finding of fact will require a justified solution, each a minimum of one page each. The student will support their recommended solutions with rational thought learned from the course material, other courses, and real-life experiences. Late submission will result in the paper’s grade being reduced by 10 points per day. The paper will be double-spaced and will not exceed 10 pages in length. The assignment will be placed in the D2L Dropbox. Instructor will randomly assign students to their Strategic Audit Team. The instructor will provide each team member with their teammates’ email and will open a chat room for each team to communicate. Week 6: Evaluation and Control; The Team Developed Strategic Audit Assignment Readings: o Text: Chapters 11 and 12 o Instructor notes Students will be meeting with their teammates to start the team strategic audit assignment. The team will need to meet several times before the submission of the assignment during Week 7. This will take coordination for all teammates since schedules may be difficult to accommodate.
  12. 12. Team Developed Strategic Audit. You will be developing strategic options for Wal-Mart Stores, Inc.: Under Attack (2006)‖ (Case 19). You will use the strategic audit using your text (Figure 12-1, page 374, and Appendices 12.B and C, pages 380-390) to assist in the preparation of the power point presentation and executive summary. You will submit a Power Point presentation that addresses each of the following: • Their Current Situation (1 power point slide) • Strategic Managers (1 power point slide) • External Environment (1-2 power point slides) • Internal Environment (2-3 power point slides – including their resources, capabilities and competencies) • Analysis of Strategic Factors (1 power point slide) • Strategic Alternatives and Recommended Strategy (2-3 power point slides) • Implementation (2-3 power point slides) • Evaluation and Control (1-2 power point slides) You also will submit an executive summary, discussing in detail, your strategic alternatives and recommended strategy, the implementation phase of the recommended strategy, and the evaluation and control phase of the strategy. The executive summary will not exceed 10 pages. Peer Evaluation- each team member will be evaluated by his/her teammates and will give each team member a score for their value to the team. The instructor will be emailing you the form. You will be giving your teammates rankings based on: participation in team meetings, quality of preparation, skills in analysis, overall knowledge of company operations, ability to make decisions, caliber of contribution, contribution to the strategic project, and carried appropriate work load as required by strategic business plan assignment. The team will be evaluated (up to 200 points) for the Team Developed Strategic Audit. Each member of the team will be evaluated by his/her teammates (up to 50 points) based on their total effort in the development of the plan. The total points available for this portion of the course are 250. Week 7: The Team Developed Strategic Audit and Submission Readings: o Text. Review textbook o Instructor notes The Team Developed Strategic Audit assignment is due. The team assignment and the peer evaluations will be placed in the D2L drop box. Course Evaluation: Go to the following site and evaluate the course: http://www.ccis.edu/distanceeducation/evaluations/eval.asp.http://www.ccis.edu/distance education/evaluations/eval.asp
  13. 13. Week 8: Final Examination Readings: o Text: Review textbook o Instructor Notes Final Examination. The instructor will provide the final examination question relative to the Case Study assigned on Monday of Week 8. Final examinations must be submitted by midnight, Saturday, or the final examination’s grade will be reduced 30 points. If not received by midnight, Sunday, the final examination’s grade will be a zero. The final examination will be placed in the D2L Dropbox. VII. Instructor Information: Instructor: Robert Morris Email: remorris@cougars.ccis.edu

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