Stevens Institute of Technology
Howe School of Technology Management
MGT 725(A) Strategic Management
Fall 2006 Mondays/6:15 – 8:45pm
Dr. Ann Mooney Office Hours: Mondays and Wednesdays,
Email: firstname.lastname@example.org 4 – 5pm
Fax: 201-216-5385 Class Website: See Webct
(email contact is preferred)
An interdisciplinary course which examines the elements of, and the framework for,
developing and implementing organizational strategy and policy in competitive
environments. The course analyzes management problems both from a technical-
economic perspective and from a behavioral perspective. Topics treated include:
assessment of organizational strengths and weaknesses, threats, and opportunities;
sources of competitive advantage; organizational structure and strategic planning; and
leadership, organizational development, and total quality management. The case method
of instruction is used extensively in this course.
Prerequisites: MGT 600, 607 and 690
Relationship of Course to Rest of Curriculum
The Strategic Management course is designed to integrate and apply as much of your
knowledge and experience that you have developed and will develop throughout your
career and graduate program curriculum. Indeed, the problems and issues of strategy
formulation and implementation cover the whole spectrum of business, management, and
ethics. Many variables and situational factors must be dealt with at once. Weighing the
pros and cons of strategy entails a total enterprise perspective and a skill for judging how
all of the relevant factors add up to shape what actions need to be taken. This makes the
study of strategic management quite fun and challenging, as it is a “big picture” course
that will require you to constantly tap into your experience and knowledge of all areas of
business and integrate that knowledge to craft and implement the most appropriate
1. 1. To develop an understanding of the elements of the Strategic Management
process, research and theories.
2. To learn how to apply the Strategic Management process to real life business
cases, including current world/business news, and develop recommendations to
help firms create and sustain competitive advantage.
3. To improve your oral and written communication skills through the use of various
team and individual assignments, as summarized in the table below.
4. To develop an appreciation for the general manager’s cross-functional perspective
of complex problems and the decision making process required to build strategy
The course will employ lectures, class discussion, in-class individual and team
assignments, and individual and team homeworks and projects. The individual
assignments will include an analysis and presentation of current industry news that
demonstrates a particular topic discussed in class, and two analyses of written cases in
which the student develops strategic recommendations. The team assignments will
include a semester-long project in which the team analyzes an actual company and
develops a strategic plan that they present to the class.
Porth, S. (2003) Strategic Management: A Cross-Functional Approach, First Edition,
Prentice Hall: New Jersey. ISBN# 0-13-042213-4
Other readings (mostly articles and/or cases) will also be required for most classes. See
the course schedule below for a detailed list. Those readings will be available on webct
or you will be distributed in class.
To get the most learning from this course, you must actively participate in the classroom
experience. Participation first means coming to class. Participation also means actively
participating in the classroom experience. Your participation will be graded at the end of
the semester. Attendance will be taken and recorded using nameplates that you must pick
up at the beginning of class and return at the end of class. (Do not take nameplates home
Each student will write 2 case memos that include an analysis of a business case
discussed in class. This memo should be addressed to the top management of the
company that is the subject of the case, as a consultant engaged by the company to assess
their strategic issues. Like the presentation, the memo should include an in-depth
analysis of the company’s current situation and offer strategic recommendations. This
memo should be 5-6 pages in length, double-spaced, but can have unlimited exhibits,
figures, and attachments. All memos are expected to make use of exhibits, figures and
To get practice applying strategic theory, we will study current business events that
illustrate strategic concepts learned. To help with this, each student will identify and
analyze a current business event that illustrates a strategic management topic covered in
class. See course schedule for a summary of topics. The analysis should be in the form
of a 3-5 page double-spaced paper and should be submitted by the due date announced by
the instructor. The paper should include a brief (one paragraph) summary of the article
with the remainder of the paper focused on analyzing how it relates to course concepts.
Students can also include their assessment of what they expect will happen to the firm as
well as recommendations for strategic improvements.
Team Member Evaluation
Students will form teams of about 5 persons on the first day of class. You will work in
these teams throughout the semester. At the end of the course, you will evaluate your
teammate contributions to the team assignments. This evaluation will be factored into the
final grade to adjust for any members that do more or less than their share of the team’s
work. You will also complete a mid-term evaluation of your teammates. However, this
is for my information only, and will not be factored into your grade. Of course, I also
encourage and welcome you to come see me at any point during the course to
confidentially discuss teammate issues.
A significant part of the course requirement is a major, semester-long project in which
your team will develop a strategic plan for an actual company that your team has chosen.
The plan will include an analysis of a firm’s internal and external environment and
recommendations for how to create and sustain long-term competitive advantage.
Oral Presentation At the end of the semester, your group will formally present its
strategic plan to the class.
Written Report: The Strategic Plan will culminate in a written report that summarizes the
team’s analysis and findings. I will provide you an outline for the strategic plan at the
beginning of the semester that will correspond with topics discussed.
Deliverables: Throughout the semester, you will be assigned various “deliverables” that
will focus on an aspect of your strategic plan. These deliverables will be graded on a
pass/fail basis and will provide an opportunity for me to give you advance feedback on
Class Participation 20
2 Case Memos 30
News Analysis 10
Team Member Evaluation 5
Team Oral Presentation of Strategic Plan 10
Team Written Presentation of Strategic Plan 20
Periodic Strategic Plan Deliverables 5
Total Grade 100%
The following statement is printed in the Stevens Graduate Catalog and applies to all
students taking Stevens courses, on and off campus.
“Cheating during in-class tests or take-home examinations or homework is, of course,
illegal and immoral. A Graduate Academic Evaluation Board exists to investigate
academic improprieties, conduct hearings, and determine any necessary actions. The
term ‘academic impropriety’ is meant to include, but is not limited to, cheating on
homework, during in-class or take home examinations and plagiarism.“
Consequences of academic impropriety are severe, ranging from receiving an “F” in a
course, to a warning from the Dean of the Graduate School, which becomes a part of the
permanent student record, to expulsion.
Reference: The Graduate Student Handbook, Academic Year 2003-2004 Stevens
Institute of Technology, page 10.
Consistent with the above statements, all homework exercises, tests and exams that are
designated as individual assignments MUST contain the following signed statement
before they can be accepted for grading.
I pledge on my honor that I have not given or received any unauthorized assistance on
this assignment/examination. I further pledge that I have not copied any material from a
book, article, the Internet or any other source except where I have expressly cited the
Signature ________________ Date: _____________
Please note that assignments in this class may be submitted to www.turnitin.com, a web-
based anti-plagiarism system, for an evaluation of their originality.
Course Schedule (can folw instructor’s own style)
Week MODULE: Topics Text Article Readings Case
Dates Strategy Process Step Readings Readings
1 8/28/06 M1: Overview of the Introduction to Class Ch. 1 & 2 “The Origin of Strategy” HBR.
Strategic Management Creating Value
2 9/11/06 M2: Develop Mission The Concept of Strategy Chs. 3
& Vision Mission & Vision
3 9/18/06 M3: Perform Internal Performance Assessment Ch. 4 “Looking Inside for Competitive
4 9/25/06 Audit Strengths & Weaknesses Advantage” HBR.
Core Competencies “The Core Competence of the
Financial Assessment Organization” HBR.
Merrill Lynch Guide to Financial Case #1:
Statement Analysis. Nordstrom
“Fuzzy Numbers” Business
5 10/2/06 M4: Perform External Environment Segments Ch. 5 “How Competitive Forces Shape
6 10/10/06 Audit Industry Analysis Strategy.” HBR.
(a tues.) Benchmarking “Charting your Company’s Case #2:
Future.” HBR. Apple
7 10/16/06 M5: Set Objectives & Generic Strategies Ch. 6 “From Competitive Advantage to Case #3*:
Craft Strategy Overview of Corporate, Corporate Strategy.” HBR. Virgin
Business, and Functional-
Level Strategies “Are You Sure You Have a
Diversification (through Strategy?” AME.
9 10/30/06 M & A, strategic alliances,
10 11/6/06 joint ventures, and internal “Fast Follower”. HBR.
development) Ch. 7 Case #4:
Financial Forecasting Boeing
The human element of
strategy (CEOs, TMTs,
11 11/13/06 M6: Implement Managing Resources Chs.8-9 “Why Can’t We Get Anything Case #5*:
Strategy & Assess & Issues Done?” Fast Company. Silvio Napoli
12 11/20/06 Value Creation Assessing Value Ch. 10 “Why be Honest if Honesty
Creation Doesn’t Pay?” HBR
13 11/27/06 M7: CSR & ETHICS Exploring the reasons 11/28/05 1-“I was greedy too.” Harvard
for recent ethical Business Review. Order on-line:
scandals in Corporate http://harvardbusinessonline.hbsp.
14 12/4/06 STRATEGIC Teams will turn in written
PLANS DUE strategic plans and will also
There is no class on Labor Day (9/4) and Columbus Day (10/9). * CASE ANALYSIS due.