St. Catherine University
ORLD 8200 T01
CRN# 20380
Strategic Management
MAOL Program
3 Credits
Prerequisites: ORLD 6400 and 21
credits
Saturdays, 1:00 – 4:00 pm
Jan 7, 14, 28
Feb 11, 25
Mar 2-8 (Online), 17, 24
www.stkate.edu/maol
Winter 2012
Mendel room # 110
Course Syllabus
Instructor Information:
Name:
Leonard Kloeber, MBA, JD
Phone:
(Office) (Cell) 952-334-4477
E-mail:
len.kloeber.jr@gmail.com
Office Hours:
By appointment
Office:
Fontbonne 304B
Course Description:
The purpose of this course is to provide students with both a
theoretical foundation for and hands-on practice in analyzing, formulating
and implementing organizational strategy. A premium is placed on
developing a capability to both think strategically and act tactically. The
course revolves around students working individually, in pairs and in small
groups to analyze complex written cases. The cases describe strategic
situations of business and non-profit organizations operating in today’s
highly competitive, rapidly changing, increasingly diverse, global context and
e-connected environment. Microsoft Excel, Word and PowerPoint
technologies are used.
MAOL Leadership Outcomes:

Lead responsibly by drawing upon their own unique leadership abilities, experiences and
goals, as well as current leadership concepts and strategies to address organizational
issues.

Act with confidence by utilizing self-reflection and awareness to know why, when and
how to lead, follow, model and mentor.

Make ethical decisions by acting from an informed ethical perspective, considering all
stakeholders and applying ethical decision-making tools to organizational dilemmas.

Manage strategically by analyzing an organization’s operating environment, envisioning
its future and developing strategic objectives to manage people, processes and resources
effectively.

Achieve organizational goals by applying logic and analytic tools from economics and
accounting to identify problems, generate creative, pragmatic solutions, implement
appropriate actions and evaluate success.

Conduct and apply research by accessing, critically evaluating and applying
research findings, as well as conducting individual or collaborative research projects.

Communicate effectively by capitalizing on personal strengths as a communicator and
by employing targeted strategies for influencing, motivating, advocating, team building
and managing conflict.

Understand and lead organizational change by working with others to assess
culture, roles, structure, local environment and global context so as to anticipate,
recognize and resolve organizational problems.

Practice global citizenship by incorporating a global context into organizational
decision-making through strategic recognition of the world-wide impact of local
decisions.
Course Objectives: Upon successful completion of this course you will be
able to:
 Understand the importance of strategy.
 Apply a process of strategic thinking to solve organizational problems.
 Develop skills and techniques in strategic analysis.
 Understand the importance of culture and organizational dynamics within
the context of strategy.
 Increase awareness of the ethical implications of decision-making.
 Understand how your own leadership style impacts strategy.
 Integrate the knowledge and skills gained from other courses in your
graduate program.
Course Texts and Materials:
Hopf and Welter, (2010). ReThink, ReInvent, RePostion: 12 strategies to
renew your business and boost your bottom Llne, Avon, MA: Adams
Business. (ISBN: 1-60550-024-0)
Pearce II, J. A. and Robinson, R.B. (2008), Formulation, implementation,
and control of Competitive strategy, 12th ed., Burr Ridge, IL: McGrawHill-Irwin, Inc., (ISBN: 007-726175-5).
Strategic Management ORLD 8200: Casebook (2010) Primus Online (Custom
Course Pack), Burr Ridge, IL: McGraw-Hill-Irwin, Inc., (ISBN: 0-39023660-8).
Emotional Intelligence assessment (Fee $20)
Course Assignments:
Written Case Analysis: Submit an analysis of two cases. The analysis will
be written from the perspective of you as a consultant in memorandum
form.
Draft a Strategy Map: Draft as strategy map modeled on the work of Kaplan
and Norton and the Balanced Scorecard.
Blackboard Exercise: Research a company that produces a woman’s product
or service. You will be provided with specific questions that will generate the
dialogue during the online class by posting responses among your team.
Power Point case analysis: Prepare a case analysis using a Power Point
presentation format. We will discuss the case in class, but not present.
Submit a copy of your Power Point at the beginning of the class.
Team Power Point and Presentation: Work in teams to analyze one of the
member’s companies/organizations, or another organization of your choice.
You will develop a Power Point that will be delivered to the class as if they
were your Board of Directors.
Grading Scale:
 Written Case Analysis (2 @ 20 points each)
40
 Draft Strategy Map
10
 Power Point case analysis and discussion
10
 Team Power Point and Presentation
30
 Class Participation and online BB exercise*
10
Total
100
*Come prepared for class, ask questions, participate in
discussion
A = 96 -100
A- = 91- 95
B+ =88- 90
B = 85 - 87
B- = 81 - 84
C+ = 78 - 80
C = 75 - 77
C- = 71 - 74
Course Requirements:
Attendance
The quality of learning of the class as a whole depends on the engaged and
prepared attendance of each class member. In turn, the group experience
cannot be replicated through individual papers or reading. Students’ grades
will be based in part on attendance, timeliness, preparation and active
participation. Students who fail to attend two or more MAOL class sessions
will be dropped from the course. Students are expected to inform the
instructor if they will miss a class in advance.
University policy states that regular class attendance is expected of all
students. Attendance is defined by the format of the course. For in-class
learning, attendance means that 1-students are expected to arrive at class
on time and stay for the duration of the class; and 2- students, whether
present or not, are responsible for in-class assignments. For hybrid courses,
students must follow both the online and in-class attendance requirements.
Failure to attend, for any reason, may be taken into account in the
evaluation of the student’s work. First day attendance is required.
 Attend each meeting and arrive on schedule to avoid class disruptions.
Turn off cell phones please.
 Prepare fully for each meeting, and participate energetically in class
discussion of the issues.
 Case assignments designated for class discussion require preparation—
come to class prepared!
 Turn-in assignments on the required due date. No make-up work will
accepted later than one week following the due date and will be penalized
twenty percent (20%) of the possible points.
 NO points will be given for an assignment once it had been reviewed in
class.
Incompletes
A grade of Incomplete is given only in cases of dire emergency. See the
MAOL Handbook, the Graduate Catalogue or the on-line Incomplete Form for
information about under what circumstances an incomplete grade can be
given. Published deadlines must be adhered to when filing for an Incomplete
and when completing the required work.
Academic Integrity
Students will be expected to comply with University policies and procedures
regarding academic integrity as spelled out in Le Guide. Independent work
is required on all class work, exams and projects without express
instructions from the instructor regarding assignments involving
collaboration and teamwork. All written work is to be the student’s original
work with correct APA citations for all outside sources from which ideas,
language or quotations are derived.
Plagiarism
Plagiarism is the act of passing off someone else’s work as your own. It
includes such dishonest practices as buying, borrowing or stealing a paper to
turn in as your own or simply copying someone else’s words without putting
them in quotation marks and identifying the author and source. Most
students are not so dishonest as to buy or steal a paper. Many students,
however, inadvertently plagiarize because they do not realize that what they
are doing is, in fact, plagiarism and thus dishonest. Avoiding plagiarism is
much more complicated than simply not copying other people’s work.
In an attempt to avoid plagiarizing, students often paraphrase the passages
they want to use. Basically, paraphrasing is stating something in different
words. As such, it is a useful device. The problem is that is can lead you to
unintentional plagiarism if it is not done properly. Changing a few words in a
passage and then using it in your paper without documentation is
plagiarism. Changing a few words and then using it in your paper even with
proper documentation is also plagiarism. When you paraphrase other
people’s ideas, you have two choices: 1) you may quote the passage
exactly, put it in quotation marks, and cite it; or 2) you may change the
wording of the passage so that the ideas are explained substantially in your
own words and cite it. Anything in between is plagiarism.
One reason some students inadvertently plagiarize is the pressure they feel
to come up with new ideas, to be original, even with topics that they know
little about. In academic settings such as college courses, it is difficult if not
impossible to come up with totally original ideas, especially on topics with
which you are unfamiliar. When an instructor asks for original thinking,
she/he often means thinking through ideas to find your own perspective on
them and then expressing those ideas in your own way. In doing so, you
may and often should use other people’s ideas to add to or support your
own. When you do so, however, you must give them credit.
O’Neill Center for Academic Development
Please note: Plagiarism will result in a failing grade on the specific
assignment in question, will impact the student’s final course grade and will
result in Academic Probation.
Disability Statement
Students with disabilities who believe that they may need accommodations
in this class are encouraged to contact the Office of Resources for Disabilities
X6563 as soon as possible. If you have a documented disability that
requires accommodation, please provide the instructor with the
accommodation plan at the first class session.
Evaluation
Grading of student work will be based on criteria included for each
assignment. Students wishing to adjust an assignment to better meet
individual learning needs may negotiate with the instructor to determine
whether a fair and equitable alternative is workable in advance of the due
date.
Evaluation of courses and instructor by students is an important aspect of
the MAOL Program’s review process. Students will have an opportunity to
evaluate instructional effectiveness, relevance of course content, assigned
readings and texts, assignments, evaluation methods and the quality of the
learning experiences.
DATE
PreWork
Topics*
Why is Strategic
Management
Important?
Differences between
Strategic Planning and
Strategic Management?
What is the basic
framework of Strategic
Planning, and how does it
fit with Strategic
Management?
1/7
Introductions and
course overview:
Definitions,
Fundamentals &
Frameworks
What is strategy? What
are Tactics? How are they
developed? How are these
different?
The Framework for
Strategic Planning and
Strategic Management—
design and
implementation.
Case Analysis Framework
Readings
 Read Text Chapters
1, 2, 3 & Guide to
Strategic
Management Case
Analysis p. 396.
 Read Robin Hood
Case and be
prepared to discuss.
 Read McKinsey
Article: Perils of Bad
Strategy posted on
BB
 Review Text
Chapters 1, 2, 3 &
Case Analysis
Methodology p.396
 Review and analyze
the Robin Hood
Case.
 Review McKinsey
Article: Perils of Bad
Strategy posted on
BB
Assignments Due
Begin to think about
your own
company/organization
—find the Vision,
Mission, Strategies,
Tactics, Goals and/or
Objectives and
Measurements used –
be prepared during the
classes ahead to share
these (as long as they
are public).
Complete a student
information sheet
posted on BB.
Please bring a name
card with you.
Plan to discuss the
Robin Hood Case.
Review of your
organization’s Vision,
Mission, Values,
Strategies, Tactics,
Goals and/or
Objectives.
Submit your student
information sheet.
1/14
Managing Strategically:
the new business
environment
External and Global
Environment
Competitive and industry
analysis
1/28
Perspective, Tools, and
Techniques






2/11
Value Chain Analysis
SWOT
Tailoring Strategies
Diversification
Long-term and grand
strategies: Focus on
Grand Strategies
Strategy Maps
 Read Chapters 4
and 5. Also Chapter
6, SWOT analysis, p
140 – 145.

Read: Issue 17 in
CaseBook: Is
Economic
Globalization Good
for Humankind?
 Read Chapters 6
and 7.
 Read HBR Article:
“Having Trouble
with Your Strategy?
Then Map it.*” by
Kaplan and Norton
*Posted on BB
Industry environments
and Diversification
 Read Chapters 8
and 9.
Business strategy & multibusiness strategy
 Take the Emotional
Intelligence
Assessment.
Read, analyze, and be
prepared to discuss the
Costco Case using the
case analysis format.
Complete a SWOT
analysis for Costco
Review of your
organization’s Vision,
Mission, Values,
Strategies, Tactics,
Goals and/or
Objectives.
DUE: CASE WRITEUP Making it Big.
Hand in at the
beginning of class
Review of your
organization’s Vision,
Mission, Values,
Strategies, Tactics,
Goals and/or
Objectives.
Due: Draft a
Strategy Map for the
COSTCO case
Read and be prepared
to discuss Spectrum
Brands Case
(Instructions for the EI
Assessment will be
provided by the
instructor by email)
2/25
Organizational
Structure, Leadership,
Culture and
Implementation –
Strategy implementation
& Organizational
intangibles
 Read Chapters 10,
11, 12.


3/2-8
Leading Change
Management &
Strategic Control—how
does it change over time?
How does competition
impact strategy and
implementation?
How does a
company/organization,
think about change and
managing its competitive
strategies?




Read articles on
Culture, Strategy
and Leadership—
posted on
Blackboard.
Read HBR “Leadership that
Gets Results &
Emotional
Intelligence” by
Goleman.
Read Chapter 13
Read HBR Article:
“How to Implement
a New Strategy
without Disrupting
Your Organization”
by Kaplan and
Norton
Read HBR Article:
“How GE Teaches
Teams to Lead
Change” by Steven
Prokesch posted on
BB
Online BB exercise
with your team.
Instructions and
discussion
questions posted
on BB.
DUE: CASE WRITEUP McDonald’s and
Its Critics case from
text book, case 8.
Review of your
organization’s
structure, leadership,
and culture.
Bring your EI
assessment to the
class (not to hand
in, but for your own
use).
DUE: Prepare Power
Point case analysis
and be prepared to
discuss the case
‘Rogers’ Chocolates’.
Email a copy of your
slides to the
instructor.
3/17
Strategy Execution:
Reinvention and
Innovation:

Strategies for
reinvention and
repositioning

Innovation
strategies

Strategy
management: How
do leaders execute
strategy?

3/24
Allow some in class
time to work on
project and team
presentations
Team Presentations

Read Chapter 14

Read introduction,
Chapters 1 & 10 of
ReThink,
ReInvent,
RePosition by Leo
Hopf and be
prepared to
discuss the 12
strategies.
No written
assignment
Due/work on your
team project
 Read HBR Article:
“Office of Strategy
Management” by
Kaplan and Norton.
 Read Innovation
article posted on
BB: Innovator’s
Solution book
summary
 Each team is timed
and allotted ~25
minutes maximum
for presentation
and questions and
answers. Please
plan your
presentation
accordingly. You
will be evaluated
by your classmates
as well as the
instructor.
DUE: Team
Presentation –Power
Point slide show
presentation of no
more than 12 slides—
concise and interesting
(see Blackboard).
Hand in a copy of
your slides
*The instructor reserves the right to alter the requirements of the
syllabus, upon prior notification to the students, in class.
MAOL Student Final Course Assignment Pick-up Policy
Adopted May 6, 2010
To comply with FERPA privacy regulations, MAOL students have two options
to retrieve final course assignments:
OPTION #1:
 Students may submit their final assignment to their instructor with a
self-addressed, pre-paid stamped envelope in which the instructor will
mail the graded assignment back to the students.

Team assignments must include a cover sheet listing the designated
name and address where the assignment should be mailed.
OPTION #2:
 Students may pick up their final assignments at the WEC/Graduate
Student Office, 203 Derham Hall.

Students will be required to show their St. Catherine University ID and
may not pick up assignments for classmates.

Team assignments must be submitted to the instructor with a cover
sheet listing the designated name for assignment pick-up. The team
assignment will not be released to any other team member.

Faculty will deliver course assignments alphabetized to the
WEC/Graduate Student Office within 48 hours of submitting final
grades. Final grades for winter term are due April 8, 2012. Final
papers will be delivered to the WEC Office by April 10, 2012.

Students may pick up their work from the WEC/Graduate Student
Office, Derham Hall 203 during office hours. 651-690-6542

Winter term papers will be held until May 20, 2012.
Please note: MAOL instructors spend significant time commenting on
student work and believe that learning occurs when students review their
work and reflect on feedback. Students are strongly encouraged to retrieve
final assignments and add them to their Leadership Portfolios.