MBA Strategy (UEBS)

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MBA Strategy (UEBS)

  1. 1. STRATEGIC MANAGEMENT Course Booklet Semester 1 2011/2012 FTMBA/MBAIB Course
  2. 2. Contents Page NumberCourse Details .................................................................................................... 4Course Description and Objectives .................................................................... 4Course Objectives .............................................................................................. 4Learning Outcomes ............................................................................................ 5Planned Student Learning Experiences ............................................................. 5Teaching Approach............................................................................................. 5Assessment ........................................................................................................ 6Guidelines for formatting and Submission: Team Case Studies and TeachingNote .................................................................................................................... 6Guidelines for formatting and Submission: Team Presentations ........................ 7In-class role-play examination: Notes and Guidelines........................................ 7Feedback ............................................................................................................ 7Guidelines for Formatting and Handing in Assessed Work: ............................... 7Failure to Attempt or Complete Assessed Coursework or an Examination ........ 8Exam Arrangements for Disabled Students........................................................ 9Plagiarism Statement.......................................................................................... 9Appeals............................................................................................................... 9Consultation........................................................................................................ 9Course Monitoring Surveys .............................................................................. 10Required Text(s) ............................................................................................... 10Primary Text ..................................................................................................... 10Secondary Texts............................................................................................... 10Course Website ................................................................................................ 11Advised Preparatory Work................................................................................ 11Course Lecturer ................................................................................................ 11Study Programme............................................................................................. 12Lecture Outlines and Readings ........................................................................ 14Putting you at the heart of business 2 FTMBA – Strategic Management
  3. 3. Exam Papers .................................................................................................... 14Appendix 1: Further Reading............................................................................ 14Further Reading: Texts ..................................................................................... 14Further Reading: Journals ................................................................................ 14Putting you at the heart of business 3 FTMBA – Strategic Management
  4. 4. Course DetailsCourse Code: BUST11213Title: Strategic ManagementCollege: Humanities and Social ScienceSchool: The University of Edinburgh Business SchoolCourse Organiser: Dr. Brad MacKayContact Hours: 35Semester: 1This is a 10-credit course. As per the Scottish Credit Qualifications Framework (SCQF), this meansthat it should entail 100 hours of student effort. For example:Contact hours 10X30 min Lectures 5 10X2 hrs Case Discussions 20 10X1 hrs 10Preparatory reading 10x2.5 hrs in advance of lecture 25Assignments 1X15 hrs Presentation Prep 15 1X15 hrs Case Study Prep 15 1X10 hrs Exam Prep 10 Total 100 student effort hoursCourse Description and ObjectivesThis course is concerned with the strategic management process. Rarely is the formulation ofstrategy straightforward. Corporate complexity and market uncertainty often result in messy andsometimes political processes. Consequently, many of the concepts, frameworks and tools that weuse often appear very straightforward in theory, but can be difficult to apply in practice. This isbecause at its heart strategy is a social process, which can be difficult to quantify or to analyseobjectively. But, ultimately, it is these social processes that underpin economic performance.This course is designed to both introduce strategic management to MBA students, and to beginintegrating knowledge from your previous learning and experience to identify and address strategicconcerns of firms. The first four days is structured around eight overlapping and interweaving keythemes. They include strategic leadership, the context of strategic management and society,competitive analysis, strategy in the multi-business firm, disruptive innovation, transformation andrenewal and strategic resilience. Each theme is based around a case. For each theme there will be aone hour case discussion, 30-minute lecture on theory, followed by 60 minutes of group discussionand analysis of the case in syndicate groups, and finally, 45 minutes of a case de-brief and Q&A. Thefirst four days is designed to encourage students to reflect on their own experiences and to sharethem with the rest of the class. The fifth day of the module will comprise of group presentations of acase that has been developed over the module.Course ObjectivesThe aim of this course is to allow students to examine strategic management processes. The majorthemes covered in the course include processes of strategic leadership, innovation and renewal. Thecourse is also designed to encourage debate, discussion and reflection. The module is designed todove-tail into the core Corporate Strategy module in Semester 2a, where business-level andcorporate level strategy are covered in more depth. The module also links with the Semester 2aoption in Scenario Planning and Strategy, the Economics of Strategy module, and the Semester 2bGlobal Strategy option, which covers such topics not covered in this course such as global versusregional strategy, alliances and acquisitions, and strategies for emerging markets.The overall objectives are therefore:Putting you at the heart of business 4 FTMBA – Strategic Management
  5. 5. to integrate the functional courses which form the rest of the MBA programme; to introduce strategic management concepts and cases; to understand the concepts and contexts of strategic management process; to reflect on strategic management concepts in the context of your own experiences and to share this learning with the class; to be aware of competing arguments behind a number of strategic approaches. To be able to analyse and synthesise strategic management issues.Learning OutcomesKnowledge and Understanding: • The complexity of strategic management in firms; • A knowledge of key concepts associated with strategic management process; • Different perspectives for managing strategically; • The current issues being faced by strategic managers.Cognitive Skills: • The ability to manage and synthesise relevant information about firms in a clear, sound and explicit way; • Broad, integrative thinking; • The ability to use management concepts to produce persuasive conclusions about real firms • Ability to apply theories and models to new environments and contexts Ability to evaluate and critique business theories and modelsSubject Specific Skills: • Ability to analyse complex business situations • Skills of argument development and persuasion • Group working and presentation skills The ability to communicate analyses and conclusions clearly and persuasively By the end of the course students will have learned • Useful approaches of strategic analysis, and their limitations • Knowledge of strategy alternatives for firms in different contexts Different perspectives for managing strategicallyPlanned Student Learning Experiences • Learning from each other in the group situations in the preparation of case studies • Learning the process of argumentation towards a senior-management type decision • A strategy workshop facilitated by a guest lecturer; In interactive plenary sessions, to learn from each other and from the teacher’s inputTeaching ApproachWith the main difficulties in strategic management being faced in applying rather than knowing theconcepts, learning will be through ‘learning by doing’, with the concepts and ideas presented in class,and read about in the textbooks and reading, applied to cases of real firms. Specifically, all teachingwill be based around application of concepts to nine cases, each representing a theme. Following aone hour case discussion, and thirty minute lecture on a given theme, students will break intosyndicate groups to apply concepts/frameworks/models to the case. Groups will then be askedrandomly to present their analysis in the case de-brief. Syndicate groups will monitor the participationof their members by allocating marks from a given total to their peers. On the fifth and final day,Putting you at the heart of business 5 FTMBA – Strategic Management
  6. 6. student groups will present their own case study for assessment, which will have been developedover the duration of the term. In addition, a five page written version of the case study will also besubmitted for assessment before the presentations begin. An open book, essay style exam will takeplace during the regular exam schedule. For the exam, students will be required to apply theirlearning to a case study disseminated during the week. The teaching approach thus emphasizesintegration of theory and case-based learning, debate, discussion, practical application of concepts,reflection and experience.AssessmentForm of Assessment:Assessment is linked directly to the aims and objectives of the module, and is based on theapplication of the concepts and frameworks to real cases. The assessment for this course comprisesthe following components, with the marks allocations in parentheses:A. Teams’ written case study and analytical note (X1) of their case (10%)B. Teams’ case study presentation (X1) of their case study and analytical note (10%)C. Participation (peer assessed within syndicate groups) (10%)D. Written examination – “role play” (70%)Dates of Assessment:A: Written Case Study and Analytical Note: Wednesday 23rd November 2011 at 4pm.B: Assessed Case Presentations: Printed presentations handed in Thursday 24th November 2011by 8:30amC: Peer-assessed participation: Monday 28th November 2011 at 10amD: Role-play examination: tbaGuidelines for formatting and Submission: Team Case Studies andTeaching NoteEach team case study is based on your own choice of organization. The development of your casestudy should follow the general format of the case studies distributed and used for discussion inclass. The case study should include: 1. Introduction (who is the main protagonist, what is the organization, what is the key issue/challenge) 1-2 pages; 2. Background to the Company and Industry (history, turning points, products/services, key quotes, trends, competitors, industry structure, change etc) 4-6 pages; 3. Focal Decision (what is the central decision? what is the background context? what is the urgency? what are the possible consequences? etc.) 3-5 pages; 4. Exhibits (financial information, marketing information, industry information, any other relevant information)A case study is a story (complete with main characters, suspense, a plot, timeline etc.), but one whichalso organizes information in such a way as to lead the reader to the central decision/issue. Thisdecision/issue should be a generalizable business problem faced by organizations. Number of pagesper section is indicative only.The case study analytical note should include (3-4 pages maximum): 1. Case Synopsis 2. Case Objectives 3. Suggested Analysis 4. Case Analysis Outcomes/Possible Recommendations 5. References for Further ReadingPutting you at the heart of business 6 FTMBA – Strategic Management
  7. 7. Guidelines for formatting and Submission: Team PresentationsThe team case presentation will be based on the case study and teaching note that the teamdevelops over the course of the module. Each presentation should be directed to a senior director ofthe firm. The presentation will last no more than 20 minutes, with a maximum of 15 minutes forpresentation and 5 minutes for questions. Case studies normally consist of four major sections:The presentations will be given credit for: 1. Coherence of argument 2. Reflection of case data 3. Use of international business concepts 4. Response to questioning 5. Overall persuasivenessAll programme participants are expected to be present for all presentations!In-class role-play examination: Notes and GuidelinesThe role: You have been asked by the Chairman of a Board to advise the CEO of a firm about itsstrategic situation. You have been supplied with some details of the company (a written case study)on Friday November 25, 2011. The Chairman meets you and in a taxi presents you with his keystrategic problems (the exam questions). The questions will be those that a CEO at the casecompany might ask a consultant specialist who has completed a Strategic Management course aspart of an MBA degree. They may well be quite predictable from the material supplied, but might not.This explains why there is not a choice of questions. He wants to meet you in two hours, and in theinterim, you can prepare your answers (your exam scripts).Examination answers will be marked on the basis of the following criteria:i. Presentation of an effective answerii. Effective employment of concepts from the courseiii. Effective use of data from the caseiv. Integration of concepts with case dataThe exam will be two hours in length and it will be essay style, which will be broken down into severalparts. This will be an open book examination, and the questions will be based on a case studysupplied to you on Thursday December 1, 2011. More data beyond that provided in the case studywill not be required.FeedbackIndividual essay/assignment feedback will be provided on a feedback form in the appropriate format.Assignment marks and feedback will be made available by (Course coordinator to provide a date –should be within one month of submission or before students sit their degree examination) Feedback Format Week 1-4 Formative Feedback Dec 15, 2011 Formal Feedback – Presentation Dec 15, 2011 Formal Feedback – Case StudyGuidelines for Formatting and Handing in Assessed Work:All completed assignments should be stapled and clearly labelled with the student’s examinationnumber. Names should NOT be written on the assignments themselves, so that they can be markedanonymously. Students are asked to attach an assignment submission sheet as front cover. ThePutting you at the heart of business 7 FTMBA – Strategic Management
  8. 8. student’s name should be written on this sheet along with the examination number. A template for thiscan be found at www.business-school.ed.ac.uk/mybiz.When the assignments are received the assignment submission sheet will be removed before theassignments are sent to the relevant lecturer(s) for marking. Students must also submit eachassignment electronically by TURNITIN which can be located on WebCT. For the group assignment,once the groups have been composed, a group member will be assigned as responsible for this.Please see instructions via the student portal. This is to enable checks to be carried out for plagiarismon a random basis, or if suspicions are raised.The University has a standardised penalty for late submission of coursework. The School will apply auniform penalty of a reduction of 5 marks for each 24 hours beyond the coursework deadline(Saturday, Sunday and University Public Holiday not included) unless late submission has beenrequested in advance of the submission date and approved in writing by the course organiser. Forexample:- an essay with a mark of 65% which is less than 24 hours late will be given a final mark of 60%- an essay with a mark of 65% which is between 24-48 hours late will be given a final mark of 55%- an essay with a mark of 65% which is 48-72 hours late will be given a final mark of 50% and so on...The penalty will not be applied if good reasons can be given, such as documented illness.COURSEWORK DEADLINES ARE ABSOLUTE AND MUST BE STRICTLY ADHERED TOOTHERWISE THE STANDARDISED PENALTY WILL BE APPLIED WITHOUT EXCEPTION.Extensions to coursework deadlines will normally only be granted in cases of illness or otherextenuating circumstances. An extension can only be granted by the course organiser; requests foran extension to the deadline must be agreed with the course organiser prior to the courseworkdeadline. If this proves impossible, students must attach a letter of explanation to the coursework,signed and dated. If you are given an extension, you must ensure that the Postgraduate Office (RoomGF.15, 29 Buccleuch Place, Edinburgh, EH8 9JS) has written proof of this, e.g. in the form of anemail from the course organiser.Failure to Attempt or Complete Assessed Coursework or an ExaminationWhere a student fails to attempt or fails to complete assessed coursework or an examination, thecourse organiser will seek to establish from the student whether the failure is legitimate (i.e.supported by appropriate documentary evidence) or not. A failure to attempt assessed coursework oran examination without good reason will result in a zero mark being awarded for that element ofassessment. In the case of a legitimate failure to attempt or complete assessed coursework, thecourse organiser may decide to offer an extended submission deadline (without marks deduction forlate submission). Where a student is able to produce evidence of legitimate reasons for failure toattempt or complete an examination, and where it has not been possible to offer an extendedsubmission deadline for a legitimate failure to attempt or complete assessed coursework, the courseorganiser will refer the case to the Special Circumstances Committee.Groupwork IssuesWhere group work is involved, should there be any problems with the group dynamic, these shouldbe raised by two concurring members of the team with the course organiser before the ReadingWeek.Putting you at the heart of business 8 FTMBA – Strategic Management
  9. 9. Exam Arrangements for Disabled StudentsIf required, specific reasonable adjustments will be made to enable disabled students to sitexaminations, including any written, practice or oral examination, continuously assessed courseworkor dissertation which counts towards the final assessment. For more information about the supportdisabled students can receive and the approval process for making reasonable adjustments visithttp://www.ed.ac.uk/schools-departments/disability-office/students/support-we-offer. Arrangementsfor degree examinations must be approved in advance by the Registry (650 2214), and the DisabilityOffice (650 6828) for dyslexic students, and reported to the examiners. The Registry requiresnotification of specific examination arrangements for dyslexic students well in advance of examinationweeks and specific deadlines apply (see http://www.ed.ac.uk/schools-departments/registry/other-info/dyslexia). For all other disabled students the Registry must see and accept a medical certificateor similar documentation relating to the student or be satisfied that an acceptable certificate will beproduced. Such students should discuss their requirements with their Programme Director and/or theDisability Office at the earliest opportunity.Plagiarism StatementPlagiarism and cheating are offences against the University discipline. The full text of the University’sregulation on plagiarism and cheating can be found on the University’s website athttp://www.docs.sasg.ed.ac.uk/AcademicServices/Discipline/StudentGuidanceUGPGT.pdfAppealsThe process for students appealing against the assessment of grades is described in the Code ofPractice for Taught Postgraduate Programmes.ConsultationStudents are encouraged to raise any concerns of a subject specific nature with the relevant courseorganiser. All but the simplest issues take time to resolve, and so please raise the issues as soon asyou are aware of them.In the event that your course organiser cannot assist you, please contact your Programme Director.Putting you at the heart of business 9 FTMBA – Strategic Management
  10. 10. Course Monitoring SurveysBecause the PGT programmes are constantly being streamlined to remain progressive andcontemporary, it is essential that you provide feedback on the courses you undertake so that theacademic and administrative staff can be aware of your needs and the needs of your peers; the onlyway we can do this is if you let us know our strengths and what can be improved to make yourlearning experience with us as relevant and fulfilling as possible.At the conclusion of every semester you will be asked to complete anonymous online coursemonitoring surveys. You will be notified when the surveys relevant to your programme become live.The results of these surveys will then be collated and distributed to the course lecturer(s) who will inturn provide feedback on the course.All information provided by students and course lecturer(s) will be taken into consideration bydecision makers within the Business School – and may alter the way that future courses areadministered. We are providing you with an outlet to voice your opinions and it is very important forthe current state and the future of the Business School and its students that you do so.Required Text(s)Primary TextLeavy, B. and McKiernan, P. 2009. Strategic Leadership: Governance & Renewal. PalgraveSecondary TextsAckermann, F. and Eden, C. 2011. Making Strategy. SageGrant, R. 2010. Contemporary Strategy Analysis. WileyMintzberg, H., Ahlstrand, B. and Lampel, J. (2008). The Strategy Safari. NY: Free Press.Additional references will be provided in class as appropriate. You should also be able to relate theconcepts introduced on this course and others you have learned from elsewhere, to the strategiesand environments of companies and industries now. Business press useful for this includes theFinancial Times, business pages of other quality newspapers including the Independent, Herald,Scotsman and Times and business journals such as Management Today and Business Week.Course participants are encouraged to find those which are of interest to them. Academic journalssuch as the Journal of Management Studies, Academy of Management Review and Journal, theStrategic Management Journal and the Journal of International Business Studies provide cutting edgeresearch of strategic management issues within organisations and should be consulted along with thecore texts.Putting you at the heart of business 10 FTMBA – Strategic Management
  11. 11. Course WebsiteLecture materials will be made available online via WebCT, which is accessible from the “quick links”area on MyBiz http://www.business-school.ed.ac.uk/mybiz/homeOn the course website you will be able to find a copy of this booklet, course handouts,announcements and other facilities. It is important that you regularly check the WebCT system inorder to keep up to date with the course. You should be automatically registered for all your courses;if you are not please consult Stuart Mallen, Programme Secretary (email office+mba@business-school.ed.ac.uk) to ensure that your records are in order. A user guide and full details of how to logonand use the system are available on the website. N.B. It is vitally important that you check yourWebCT mailbox regularly OR set it up so that it forwards messages automatically to your regular e-mail account.Advised Preparatory WorkIt is highly recommended that you read before beginning the course: A) the course text, so that you can devote your time to applying the concepts when the course is underway B) the nine cases, so that class and syndicate group discussions will be more profitable. Syndicate groups will be randomly selected to present their case diagnoses in each case de-brief discussion, based on the concepts and models posed in the lecture.Course LecturerDr. R. Bradley MacKayTel:0131 651 5246Office: Room 2.13, Business School, 29 Buccleuch Place, Edinburgh, EH8 9JSEmail: Brad.Mackay@ed.ac.ukA strategist, Brad MacKay has consulted widely on strategic planning in both the public and privatesectors. He is currently a Senior Lecturer in Strategy and Head of the Strategy and InternationalBusiness Group at the University of Edinburgh Business School. His main areas of consultancy andresearch interest are in the areas of strategic management processes and scenario planning.Working with managers of companies in areas as diverse as automotive, consulting, culturalindustries, financial services, general manufacturing and oil and gas, he researches howorganizations can develop strategy and decision processes in complex, turbulent and uncertainindustry environments. His research has been published in a number of leading scholarly journalsand books. He is also the co-founder of the Strategic Foresight Special Interest Group (SIG) of theBritish Academy of Management, where he served as its Chairperson between 2003 and 2007, andthe Strategic Foresight Caucus at the Academy of Management in the United States.Putting you at the heart of business 11 FTMBA – Strategic Management
  12. 12. Study Programme Date Time Lecture Description Thursday 8:30-9:00 Day 1 Introduction to the module November Morning 03, 2011 9.00 - Case Discussion: Google Inc. 9:45AM 9.45- Lecture 1: Strategic Purpose, Mission, Vision, Values 10.30AM Reading: L&M: 1-67 10:30- Coffee 10:45AM 10:45- Syndicate Groups: Application of theory to case 11:45AM 11:45- Case De-brief 12:30PM 12:30- Lunch 13:30PM Afternoon 13:30- Case Discussion: Apple Inc. 14:15PM 14:15- Lecture 2: Competitive Analysis 15:00PM Reading: L&M:125-149 15:00- Coffee 15:15PM 15:15- Syndicate Groups: Application of theory to case 16:15PM 16:15- Case De-Brief 17:00PM Date Time Lecture Description Thursday 9:00- Day 2 Case Discussion: Global Climate change and BP November 9:45AM Morning 10, 2011 9:45- Lecture 3: Strategic Context: Business and Society 10:30AM Reading: L&M: 69-124 10:30- Coffee 10:45AM 10:45- Syndicate Groups: Application of theory to case 11.45AM 11:45- Case De-brief 12:30 12.30- Lunch 13.30 PM 13.30- Afternoon Case Discussion: The Walt Disney Company: the 14.15PM Entertainment King 14.15- Lecture 4: Strategy in Multi-business firms 15.00 PM Reading: L&M: 167-202 15:00- Coffee 15:15PMPutting you at the heart of business 12 FTMBA – Strategic Management
  13. 13. 15:15- Syndicate Groups: Application of theory to case 16:15PM 16:15- Case De-Brief 17:00PM 17:00- Evening Guest Lecture: tba 18:00PM Date Time Lecture Description Thursday 9.00 – Day 3 Case Discussion: Tata Nano – the people’s car November 9:45AM Morning 17, 2011 9:45- Lecture 5: Disruptive Strategy 10.30AM Reading: 149-166, 203-241 10:30- Coffee 10:45AM 10:45- Syndicate Groups: Application of theory to case 11:45AM Case Application: Cirque du Soleil 11:45- Case De-brief 12:30PM 12:30- Lunch 13:30PM Afternoon 13:30- Case Discussion: Globalization at Komatsu 14:15PM 14:15- Lecture 6: Strategic change and transformation 15:00PM Reading: L&M: 243-285 15:00- Coffee 15:15PM 15:15- Syndicate Groups: Application of theory to case 16:15PM Case Application: Anne Mulcahy: Leading Xerox through the perfect storm 16:15- Case De-Brief 17:00PM Date Time Lecture Description Thursday 9.00- - Day 4 Presentations November 9:30AM Morning 24, 2011 9:00- Group 1 9:20AM 9:20- Group 2 9:40AM 9:40- Group 3 10:00AM 10:00- Group 4 10:20AM 10:20- Group 5 10:40AM 10:40- Coffee 11:00AMPutting you at the heart of business 13 FTMBA – Strategic Management
  14. 14. 11:00- Group 6 11:20AM 11:20- Group 7 11:40AM 11:40- Group 8 12:00PM 12:00- Group 9 12:20PM 12:20- Group 10 12:40PM 12:40- Exam overview 13:00PM 13:00- Lunch 14:00PM Friday 14:00- Afternoon Live Case Study November 17:00 Participation Assessment 25, 2011 17:00PM - SocialLecture Outlines and ReadingsAs aboveExam PapersWhere applicable all available exam papers can be found on the University of Edinburgh website at:http://www.exampapers.lib.ed.ac.uk/Appendix 1: Further ReadingFurther Reading: TextsDe Wit, R. and Meyer, R. (2010) Strategy (4th ed), London: Thomson.De Wit, R. and Meyer, R. (2010) Strategy Synthesis (3rd ed), London: Thomson.Johnson, G. and Scholes, K. (2008) Exploring Corporate Strategy (8th ed), Prentice Hall.Lynch, R. (2009). Strategic Management. (5th ed). Prentice Hall.Mintzberg, H. Lampel, J. Quinn, J. Ghoshal, S. (2003). The Strategy Process: Concepts, Cases, and Texts. Prentice HallFurther Reading: JournalsAcademy of Management JournalAcademy of Management ReviewStrategic Management JournalLong Range PlanningHarvard Business ReviewSloan Management ReviewCalifornia Management ReviewJournal of Management StudiesPutting you at the heart of business 14 FTMBA – Strategic Management

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