UNIVERSIDAD DE ESPECIALIDADES ESPÍRITU SANTO
FACULTAD DE ESTUDIOS INTERNACIONALES
SYLLABUS
ENGLISH VERSION
FOR DAC 11 VER 12 03 09
SUBJECT: STRATEGIC MANAGEMENT
FACULTY: María Laura Armijo
CONTACT HOURS: 48
YEAR: 2010
DAYS: Mon-Thurs
ROOM G-299
CODE: UGER 475
CREDITS: 3
NON-CONTACT HOURS: 96
PERIOD: Fall 2
SCHEDULE: 19:25-20:45
SYLLABUS DATE: October 2010
1. COURSE DESCRIPTION
The purpose of this course is to develop strategic thinking in business administration through the development of real life cases.
This is a course that is based on lectures and class interaction, combined with case solution techniques. Knowledge in marketing,
economics, finance, human relations and other areas are applied in this course to develop sound strategic management abilities.
2. JUSTIFICATION
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This course emphasizes Strategic Thinking and Analysis in Business.
Students learn the importance of developing a strategy, objectives and a correct structure to support implementation of
strategy.
Students learn the importance of group work to solve specific real life cases.
3. OBJECTIVES
During the course students will investigate how differences affect the management of enterprises. A broad range of topics will be
covered. This is a senior level course and as such, it is expected that students will perform at that level, both in class participation
as well as in the execution of projects.
Students should enhance and be able to demonstrate their analytical and communicating skills, both in writing and orally, when
completing their research projects as well as their presentations in class.
a.
GENERAL
a.1. Develop critical and analytical thinking
a.2. Learn the strategic management process
a.3. Company situation analysis (SWOT)
a.4. Do strategic thinking in local markets
b. SPECIFIC
b.1. Analysis of the need of strategic management.
b.2. Developing Mission, Vision. Strategic and Tactical level planning.
b.3. Analysis of the industry and of the company (Porter’s driving forces, SWOT analysis)
b.4. Strategy and competitive advantages.
b.5. Adaptation of the strategic plan.
b.6. Analysis of single businesses and diversified corporations.
b.7. Implementation of the strategy
4. COMPETENCIES
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To identify the Strategic ProcessTo implement SWOT technique.
To apply Critical and Analytical thinking
To participate in Team Work activities
To develop Leadership skills
5. COURSE CONTENT OUTLINE
SPECIFIC
COMPETENCIES
DATE
November
Thurs 4
Mon 8
Tues 9
Wed 10
Thurs 11
Mon 15
Tues 16
Wed 17
Thurs 18
Mon 22
Tues 23
Wed 24
Thurs 25
Mon 29
Tues 30
December
Wed 1
Mon 6
Tues 7
Wed 8
Thurs 9
Mon 13
Wed 15
Thurs 16
Acknowledges methodology
Explains how strategic priorities
vary by level: corporate,
operational; and identifies what
distinguishes strategic
management
Explains the different types of
strategic gap
Recognizes ways of diagnosing
strategic capability
Evaluates the importance of
corporate governance
Assesses the factors influencing
the sustainability of competitive
advantage
Explains different frameworks for
managing corporate portfolios.
Evaluate the importance to
business of government stability
and policy continuity
Applies through case study and
analysis
CONTENT
HOMEWORK
Performance indicators
PRESENT TENSE THIRD PERSON
SINGULAR
Case study análisis method
Review of syllabus and class details
Introducing strategy
Robin Hood
Pgs 613-1616
The environment
Tarmac
Strategic capability
Case study BMW
Expectations and purposes
Case study Belief in action
Business Level Strategy
Case study de eden project
Ch 2 read pages
63 – 114
Ch 3 - Read pages
115 – 162
Ch 4 - Read pages
163– 222
Ch 5 - Read pages
239 – 278
Corporate level strategy
The News Corporation
Direction and Methods of development
Case study Restructuring ony
Ch 6 - Read pages
279 – 338
Ch 7 - Read pages
339 – 382
SAB MILLER
807 - 818
Reviews and applies previous
knowledge to case study
Organizing for success
Case study Brown bag
Ch 8 - Read pages
395 – 444
Takes formal evaluation
Participates in class
Enabling success
Case study Ryan air
Ch 9 - Read pages
445 – 502
Managing Strategic Change
Nike case study
Understanding strategic development
Ch 10 - Read pages
503 – 549
Ch 111 – Read pages
563 – 602
Contributes with examples
Relevant to class discussion
Class participation
Expresses point of view
Takes formal evaluation
Writes ideas clearly on quiz
Presents interesting remarks
Final Case study análisis and
presentations
Ericcson pgs 990 – 1020
Takes formal evaluation
Ch 1 pgs 3 -40
C S Ministry of sound
Learns about the case study
method
Participates in class
Takes quiz to evaluate
Contributes to class discussion
Participates in class
Assesses knowledge acquisition
Engages in class discussion
Participates in class
Takes formal evaluation
Participates in class
Contributes with relevant
remarks
Writes clear reflections
Analzyes important information
Class participation
Class participation
Review Session
MIDTERM
Identifies the implications of
configurations for organisational
performance and change.
Explains why resource
management issues are mportant
in enabling strategic success.
Establishes differences in the
scope of strategic change.
Considers how different
processes of strategy
development may be found in
multiple forms and in different
context
Mon 20
Contributes to class
Tues 21
Wed 22
Review session
FINAL
6. METHODOLOGY
Reading material, discussion boards and other relevant information will be permanently posted on blackboard, and it will be
students’ responsibility to review it prior to class.
This is a reading discussion based course that will require continuous student attendance. Student knowledge and competencies
will be evaluated through daily class participation, question-and-answer sessions and examination through authentic assessment
i.e., demonstrating what has been learned. There will be quizzes and cases to solve to show understanding and use of concepts,
as well as oral presentations. Thus students are required to read the material before coming to class.
Note that students CANNOT make-up missed work through class absence. Students are highly encouraged to maintain a
consistent presence during all scheduled class times.
The student will arrive to class exactly on the hour. Beyond 5 minutes from the hour, no student will be allowed in to class.
According to the university regulations, a student can only miss 20% of the total hours of classes per subject; if the student goes
over this percent, the student automatically fails the class
7. ASSESSMENT
Assessment Criteria
The student will be assessed through daily participation, oral presentations based on individual research on assigned topics and
evaluation through testing. Unannounced quizzes may be taken at any moment.
Performance markers
Recognizes and identifies key objectives in international business management.
Identifies , applies and relates various concepts that make-up successful global business practices.
Any type of plagiarism or copying will be sanctioned according to university regulations.
Weighting
Also there will be case developments. Grading system will be as follows for each first and second term:
Class Participation
25%
Case development
15%
Quizzes
10%
Mid/Final Exam
50%
8. BIBLIOGRAPHY
8.1 REQUIRED
Exploring Corporate strategy, Johnson, Prentice Hall
Blink, Malcom Gladwell
Readings from current economic and international business journals as need arise.
Additional information and case studies posted on blackboard.
8.2 COMPLEMENTARY
Readings from current economic and international business journals as need arise.
Additional information and case studies posted on blackboard.
9. FACULTY INFORMATION
NAME:
María Laura Armijo
.
ACADEMIC CREDENTIALS--UNDERGRAD: Ingeniera en Ciencias Empresariales, UEES
GRADUATE: MBA – IDE Business School
E – MAIL: marialaura.armijo@gmail.com
10.
Prepared by:
Reviewed by:
MaríaLaura Armijo
Dean Monica Reynoso
Date:
October, 2010
Date: October, 2010