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Seminar in Strategic Management and
                 Administrative Policy
                      BADM 693
                ...
The House of Quality.
By: Hauser, John R.; Clausing, Don. Harvard Business Review, May/Jun88, Vol. 66 Issue 3,
p63-73, 11p...
Do financial incentives drive company performance? An evidence-based approach to motivation
and for warrant. Excerpted fro...
•   D =minimally acceptable work; achievement which meets the minimum requirements
           of the course.
       •   F ...
of X affecting Y and Y in turn affecting X perhaps through a chain of causes and effects. One
cannot study the link betwee...
Recommended reading:

A Better Way to Gauge Profitability.
By: Burns, David C., Sale, J. Timothy, Stephan, Jens A., Journa...
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  1. 1. Seminar in Strategic Management and Administrative Policy BADM 693 2010 Dr. Jeff Trailer Office: Tehama 305 Telephone: (530) 898-5663 Email: jtrailer@csuchico.edu Office hours: by appointment. Course Web Page for course e-material: http://www.csuchico.edu/~jtrailer/693x.htm Course Description: Prerequisites: Consent of Graduate Coordinator. An interdisciplinary capstone seminar. Emphasis is on the analysis of complex business problems via the integration of the subject matter of all previous program courses. Linking the firm's internal and external environments from the total-enterprise perspective of the general manager, this course undertakes a systematic inquiry into the strategic management and administrative business policy issues pertaining to the organization's performance and effectiveness. Capstone students will participate in project teams and undertake a comprehensive consulting experience with a client organization as an integral component of the course. BADM 693 Reading: Articles (The following articles are available for purchase from Harvard Business Online:) Innovation killers. How financial tools destroy your capacity to do new things. By Clayton Christensen, Stephen Kaufman, and Willy Shih. Harvard Business Review, January 2008. The Real Reasons Enron Failed -- Lessons for Directors. Stewart, Bennett1. Directorship; Mar 2006, Vol. 32 Issue 3, p26-29,. What Is Strategy? By: Porter, Michael E.. Harvard Business Review, Nov/Dec96, Vol. 74 Issue 6, p61-78, 18p. Mastering the Management System By Robert Kaplan & David Norton. Harvard Business Review, Jan 2008. Reprint R0801D. Why Satisfied Customers Defect. By: Jones, Thomas O.; Sasser Jr., W. Earl. Harvard Business Review, Nov/Dec95, Vol. 73 Issue 6, p88-91, 14p.
  2. 2. The House of Quality. By: Hauser, John R.; Clausing, Don. Harvard Business Review, May/Jun88, Vol. 66 Issue 3, p63-73, 11p, Understanding Industry Structure By Porter, Michael E.. Harvard Business School Publishing, 9-707-493. 2007. http://harvardbusinessonline.hbsp.harvard.edu/ Understanding Industry Structure By Michael E. Porter. Harvard Business School Press. August 2007. Product # 9-707-493 How information gives you competitive advantage. By: Porter, Michael E; Millar, Victor E.. Harvard Business Review, Jul/Aug85, Vol. 63 Issue 4, p149-160, 12p. From competitive advantage to corporate strategy. By: Porter, Michael E.. Harvard Business Review, May/Jun87, Vol. 65 Issue 3, p43-59. Using the Balanced Scorecard as a Strategic Management System by Robert S. Kaplan and David P. Norton; Harvard Business Review, July August, 2007. Clusters and the new economics of competition. By: Porter, Michael E.. Harvard Business Review, Nov/Dec98, Vol. 76 Issue 6, p77-90, 14p, The Competitive Advantage of Nations. By: Porter, Michael E.. Harvard Business Review, Mar/Apr90, Vol. 68 Issue 2, p73-93, 17p, The Myth of Unbounded Growth Jim Mackey, Liisa Valikangas. MIT Sloan Management Review. Cambridge: Winter 2004. Vol. 45, Iss. 2; p. 89 How Fast Can Your Company Afford to Grow? By: Churchill, Neil C.; Mullins, John W.. Harvard Business Review, May 2001, Vol. 79 Issue 5, p135-142, 8p. Innovating Our Way to the Next Industrial Revolution Peter M Senge, Goran Carstedt, Patrick L Porter. MIT Sloan Management Review. Cambridge: Winter 2001. Vol. 42, Iss. 2; p. 24 (15 pages) An interview with John Sterman, A Sober Optimist's Guide to Sustainability MIT Sloan Management Review, January 2009. Reprint number 50303 An interview with Jay Forrester. The loop you can't get out of. MIT Sloan Management Review, volume 50, number 2, Winter 2009. Reprint number 50201
  3. 3. Do financial incentives drive company performance? An evidence-based approach to motivation and for warrant. Excerpted from Hard facts, dangerous half-truths, and total nonsense: profiting from evidence-based management. (Chapter 5). By Jeffrey Pfeffer and Robert Sutton. Harvard Business School press. 2007. Is performance personal or in the system? Pyke, Will, Management Services; Winter2008, Vol. 52 Issue 4, p40-47, 8p The Hidden Costs of Organizational Dishonesty Robert B Cialdini, Petia K Petrova, Noah J Goldstein. MIT Sloan Management Review. Cambridge: Spring 2004. Vol. 45, Iss. 3; p. 67 Why spy on your employees? Building trust in the workplace. Excerpted from, What were they thinking? Unconventional wisdom about management, (chapter 9), by Jeffrey Pfeffer. Harvard Business School press. 2007. Required: • Mystrategy software for strategic planning: http://www.strategydynamics.com/ The student version ($25.00) is acceptable to meet the needs of this course (a complete program, but it expires after 3 months), however the standard program is recommended ($150.00). • FSA Financial Strategic Assessment A Business Diagnosis & Planning System (Excel 2000) http://www.csuchico.edu/~jtrailer/FSA.xls • Access to the internet: SEC EDGAR database, Form 10k Annual Reports • English Simplified, 11th Ed. By Blanche Ellsworth and John Higgins, New York: Pearson Longman Publ. Evaluation and Grading This is a performance-based seminar in which the student is evaluated on his or her ability to unequivocally demonstrate the skills, understanding, and competence expected and required of someone soon to graduate with an M.B.A.  Plan & Analysis 25%  Assignments 25%  Quizzes 25%  Final Examination 25% As defined in the University catalog, letter grades reflect the following levels of achievement: • A =superior work; achievement so outstanding that it is normally attained by relatively few students. • B =very good work; achievement clearly better than adequate competence in the subject matter/skill, but not as good as the superior achievement of students earning A's. • C =adequate work; achievement indicating adequate competence in the subject matter/skill. This level will usually be met by a majority of the students.
  4. 4. • D =minimally acceptable work; achievement which meets the minimum requirements of the course. • F = unacceptable work; achievement that fails to meet the minimum requirements of the course. When it is possible to obtain quantitative evaluations of various elements of the course (e.g., midterm and final examinations, briefs), the following grading scale applies (note: pluses and minuses will be assigned, as appropriate): 90% - 100% = A 80% - 89% = B 70% - 79% = C 60% - 69% = D below 60% = F Strategic Plan & Analysis: Responsible Consultants We will have the opportunity to apply the concepts studied in the course to actual business situations. The cases discussed in this course will introduce you to a variety of industries, companies, and managerial styles, and they will broaden your experience of business strategy and policy. As part of a group effort, each student will assume the role of Responsible Consultant one time during the semester. Depending upon the size of the class, the responsible Consultants are charged with presenting a brief (i.e., approximately 30-40 minutes) oral case presentation to the seminar. Plan and Analyses, Written During the course of the semester, each student will be required to submit written (i.e., typewritten or word processed only--no handwritten papers) responses to specific assignments that will be provided prior to each case discussion. These assignments will focus on particular questions, issues, or problems raised in the case. Quizzes The quizzes will be multiple-choice format, and will cover subject matter and materials included in the required readings, lectures, and discussions. Assignments: Strategic Management System Dynamics Simulation This course allows graduating seniors to demonstrate how well they have mastered the art and science of business administration by providing them with an opportunity to administer a business in a simulated competitive environment. The business simulation experience is designed to provide participants with the opportunity to integrate the concepts and skills learned within our M.B.A. program. What is System Dynamics System dynamics is a methodology for studying and managing complex feedback systems, such as one finds in business and other social systems. While the word system has been applied to all sorts of situations, feedback is the differentiating descriptor here. Feedback refers to the situation
  5. 5. of X affecting Y and Y in turn affecting X perhaps through a chain of causes and effects. One cannot study the link between X and Y and, independently, the link between Y and X and predict how the system will behave. Only the study of the whole system as a feedback system will lead to correct results. http://www.systemdynamics.org/ Final Examination The final examination will be similar in format to the quizzes, and it will cover subject matter and materials included in the readings, lectures, and discussions. The final examination is comprehensive. Schedule The schedule and number of assignments is subject to modification, sometimes the flow of the semester is different than I anticipated. BADM 693: Strategic Management. Spring, 2010 Week Date Topics Due Reading 1 Thu 28 Jan Introduction to the course Syllabus 2 Thu 4 Feb Internal Analysis: Liquidity & Solvency (Quiz #1) Innovation Killers (HBR) Internal Analysis: Operating Efficiency The real reasons Enron failed (Directorship) 3 Thu 11 Feb Defining the mission/vision & strategic objectives (Quiz #2) What is strategy? (HBR) Internal Analysis: Cost of capital & economic value creation Mastering the Management System (HBR) 4 Thu 18 Feb External analysis: Demand attributes (Quiz #3) Why satisfied customers defect (HBR) External analysis: Competitive position mapping (Assignment #2) House of Quality (HBR) 5 Thu 25 Feb External analysis: Industry structure analysis - the five forces (Quiz #4) Understanding Industry Structure (HBR) Integrating external & internal analysis - the value chain framework How information gives you competitive advantage (HBR) 6 Thu 4 Mar Competitive strategy vs corporate strategy (Quiz #5) From competitive advantage to corporate strategy (HBR) (Assignment #3) Using the Balanced Scorecard as a Strategic Mgmt System (HBR) Thu 11 Mar Faculty furlough day ***NO ClASS*** Thu 18 Mar Spring Break **** NO CLASS **** 7 Thu 25 Mar Geographic & national competitiveness (Quiz #6) Clusters and the New Economics of Competition (HBR) (Assignment #4) Competitive Advantage of Nations (HBR) 8 Thu 1 Apr Growth strategy dynamics (Quiz #7) Myth of Unbounded Growth (MIT) (Assignment #5) How Fast can Your Company Afford to Grow (HBR) 9 Thu 8 Apr Sustainable growth and development (Quiz #8) Innovating Our Way to the Next Industrial Revolution (MIT) Interviews with Jay Forrester, & John Sterman (MIT) 10 Thu 15 Apr Strategy by policy (Example, compensation) (Quiz #9) Do financial incentives drive company performance? (HBS) (Assignment #6) Is performance personal or in the system? 11 Thu 22 Apr Leadership & organization change (Quiz #10) Tradeoffs in response to pressure in service (CMR) (Assignment #7) Why Hospitals don't Learn from Failures (CMR) 12 Thu 29 Apr The Ethics (Quiz #11) The Hidden Costs of Organizational Dishonesty (MIT) Why spy on your employees? (HBS) 13 Thu 6 May CASE Presentations 14 Thu 13 May CASE Presentations (Final Reports) Finals Thu 20 May
  6. 6. Recommended reading: A Better Way to Gauge Profitability. By: Burns, David C., Sale, J. Timothy, Stephan, Jens A., Journal of Accountancy, 00218448, Aug2008, Vol. 206, Issue 2 The Use of DuPont Analysis by Market Participants. Soliman, Mark T.1Source:Accounting Review; May2008, Vol. 83 Issue 3, p823-853, 31p. System dynamics modeling: Tools for learning in a complex world John D Sterman. California Management Review. Berkeley: Summer 2001. Vol. 43, Iss. 4; p. 8 (20 pages) Asking the right questions. By: Stewart, Thomas A.. Harvard Business Review, Jun2005, Vol. 83 Issue 6, p10-10, 1p, Analyzing Relative Costs By HANNA HAŁABURDA and JAN W. RIVKIN. Harvard Business School Press, Jan 2009. Product # 9-708-462 The Balanced Scorecard: Measures That Drive Performance. By: Kaplan, Robert S.; Norton, David R.. Harvard Business Review, Jul/Aug2005, Vol. 83 Issue 7/8, p172-180, 8p, Competing on Analytics. By: Davenport, Thomas H.. Harvard Business Review, Jan2006, Vol. 84 Issue 1, p98-107, 10p. "Building Your Company's Vision," by James C. Collins and Jerry I. Porras; "Reinventing Your Business Model," by Mark Johnson, Clayton M. Christensen, and Henning Kagermann; "Blue Ocean Strategy," by W. Chan Kim and Ren e Mauborgne; "The Secrets to Successful Strategy Execution," by Gary L. Neilson, Karla L. Martin, and Elizabeth Powers; "Using the Balanced Scorecard as a Strategic Management System," by Robert S. Kaplan and David P. Norton; "Transforming Corner-Office Strategy into Frontline Action," by Orit Gadiesh and James L. Gilbert; "Turning Great Strategy into Great Performance," by Michael C. Mankins and Richard Steele "Who Has the D? How Clear Decision Roles Enhance Organizational Performance," by Paul Rogers and Marcia Blenko.

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