SYLLABUS
1. Wayland Baptist University, Phoenix Campus, School of Business
2. Mission Statement: Wayland Baptist University exists to educate students in an academically
challenging, learning-focused and distinctively Christian environment for professional success and
service to God and humankind.
3. Course: MGMT 5350 – Strategic Management
4. Term: Summer 2014
5. Instructor: Edward Favilla, Ph.D.
6. Office Phone and email: 480-563-8774; eolaf96@aol.com
7. Office Hours, Building, and Location - dna
8. Class Meeting Time and Location: TBA, Phoenix campus – Tues. July 8, – Aug. 7, 2014
9. Catalog Description: management decisions for creating or maintaining market position with
emphasis on comprehensive organizational analysis, policy development, and critical management
issues; strategic planning of resources and workforce in local, regional and international environments;
measurement of results, internal and external resource utilization. The Major Field Examination is
administered. 2012-13 WBU Academic Catalog, Page 384.
Course Description: The primary objective is learning an integrative strategic management approach to
observe and investigate an organization, primarily one in the for profit business arena. There will be a
certain emphasis on planning, analysis, decision making, implementation, and evaluation and how these
processes are interrelated and how strategies are applied. The key is to enhance your ability to critically
research an organization, write succinctly about it, and discuss it with significant intelligence in today's
complex and competitive world.
10. Prerequisites: Completion of ALL M.A.M core courses.
11. Required Textbook and Resources:
BOOK
AUTHOR
Strategic Management
Hitt
ED YEAR PUBLISHER
10th
2013
Cengage
Learning
ISBN#
REVIEW
9781111825874 Spring 14
12. Optional Materials: Provided by the instructor.
13. Course Outcome Competencies:


Improved appreciation for strategic management and the operating challenges facing such
administrators.
Determine student progress in acquiring the skills to accomplish outcomes.
Page two – Wayland Baptist University, Summer 2014 – Strategic Management, MGMT5350
14. Attendance Requirements: Attendance: Students enrolled at one of the University’s external
campuses should make every effort to attend all class meetings. All absences must be
explained to the instructor who will then determine whether the omitted work may be made up.
When a student reaches that number of absences considered by the instructor to be excessive,
the instructor will so advise the student and file an unsatisfactory progress report with the center
director. Any student who misses 25 percent or more of the regularly scheduled class
meetings will receive a grade of F in the course. Additional; attendance policies for each
course, as defined by the instructor in the course syllabus, are considered a part of the
University’s attendance policy.
15. Disability Statement: “In compliance with the Americans with Disabilities Act of 1990
(ADA), it is the policy of Wayland Baptist University that no otherwise qualified person with a
disability be excluded from participation in, be denied the benefits of, or be subject to
discrimination under any educational program or activity in the university. The Coordinator of
Counseling Services serves as the coordinator of students with a disability and should be
contacted concerning accommodation requests at (806) 291- 3765. Documentation of a disability
must accompany any request for accommodations.”
The Department of Business requests that the following be added to all Business syllabi:
Any student who, because of a disabling condition may require some special arrangement in
order to meet course requirements, should contact the instructor on the first day of class to
make the necessary accommodations.
16: Course Requirements and Grading Criteria: Course Work and Basis for Evaluation:
1. Attendance, participation, the required textbook readings, written case analysis (corporations subject
to change), examinations, peer and instructor evaluations and class sessions will serve as the basis for
the student's grade.
2. The required textbook readings, written case analysis (corporations subject to change), and
examinations are noted on the attached schedule.
3. There are three(3) case studies due on different days. In order to fulfill the Major Field Exam the case
study assignments may be modified. This will explained at the first class. Prior to the class session, i.e.,
the analysis and presentation, each student will write a four page (maximum), typed paper (double space)
on each case to be submitted at the conclusion of each class discussion. The paper should include a
brief history of the organization, strengths and weaknesses of the organization, and three alternatives as
to what the company under discussion should do. The alternatives should be substantiated by references
to outside materials. You should then state the alternative you think is best and why. The use of a
minimum of four references is expected. Clearly give your sources, e.g. article, journal, date, page(s)
and/or web site. The cases to be reviewed and discussed are given in the attached schedule.
Each case paper should begin with a separate Executive Summary page. This will apply to the Major
Project as well. This should include the corporate name and location of the company, origination date,
founder(s) with notation as to the role of any family members in the company currently, the primary
strength and weakness of the company, and the one best recommendation for the company at this time.
Page three - Wayland Baptist University, Summer 2014– Strategic Management, MGMT 5350
The case analysis/discussions will result in a case presentation from the selected leader in the group with
member participation. The class will be separated into groups depending on the number in the class and
each group will meet for appropriate time frame to analyze the assigned case and prepare a twenty
minute presentation to the entire class. The presentation should highlight what the group thinks is: (1) the
basis of the case, i.e., the nature of the organization under consideration with a view toward both the
internal strategy and the external environment as specific strengths and weaknesses of the organization;
(2) give a set of alternatives (one from each member of the group); and (3) give a specific (one)
recommendation from the alternatives. Following the presentation, all class members are expected to
participate in a discussion for approximately 30 minutes. This will vary in smaller classes. The “student
selected organization” will be different.
4. The examinations may be both essay and objective on the material assigned by the date of the exam.
5. Peer evaluation will consist in each student participating in an evaluation of their class members. This
factor is included to better acquaint the student with internal organizational evaluation processes.
6. The instructor's evaluation will consider the level and quality of participation, particularly
during the case discussions.
7. The basis for evaluation: Examinations
Three case papers
Peer evaluations
Instructor's Eval.
200 points
600 points
100 points
100 points
900+ pts = A; 800+ pts = B
17. Tentative Schedule: (Calendar, Topics, Assignments – All finalized at the first class – N.B. There will
be significant changes in assignments to fulfill Major Field Exam Requirement –key discussion on July
8, 2014 class.)
#1 - Introduction - Course Objectives - History
#2 - Environment/SWOT - Read Preface and Chaps. 1, 2 & 3, Questions & Discussion (Q & D)
#3 - Read Chap. 4, Q & D, Mission and Goals, Case #1 - Research, Analysis and Presentation,
Southwest Airlines.
#4 - Review Research Case Approach, Read Chaps. 5 & 6, Q & D, Strategy Formulation
and Implementation, Ethics, Social Responsibility.
#5 – TBD
#6 - Mid term exam
#7 - Review exam, Read Chapters 7, 8 & 9, Q & D.
#8 - Read Chaps. 10 & 11, Q & D, Case #2 - Research, Analysis and Presentation, Ford Motor Co.
#9 - Read Chaps. 12 & 13, Q & D, Evaluation/Control, Case #3 - Research, Analysis and
Presentation, Student Selected Organization.
#10 - Summary and Conclusion - Final Exam
Page four - Wayland Baptist University, Summer 2014– Strategic Management, MGMT 5350
18. Additional information as desired by the faculty member. Some books and articles worth noting are as
follows:
Canfield, Jack, The Success Principles: How to Get from Where You Are to Where You Want to Be.
New York: HarperCollins, 2005.
Drucker, Peter, Managing for the Future. New York: Truman Talley Books, 1993.
Drucker, Peter, Management Challenges for the 21st Century. New York: HarperBusiness, 1999.
Hammer, Michael and James Champy, Reengineering the Corporation. NY: HarperBusiness, 1993.
Handy, Charles, The Age of Unreason. Boston: Harvard Business School Press, 1989.
Johnson, Spencer, Who Moved My Cheese?. New York: Putnam, 1998.
Lencioni, Patrick, The Five Dysfunctions of a Team. San Francisco: Jossey-Bass, 2002
Lindbloom, C., "The Science of Muddling Through," Public Admin.Review, (Spring 1959), 79-88.
Mintzberg, Henry, Managers Not MBA. San Francisco: Berrett-Koehler, 2004.
Peters, Thomas J. and Robert H. Waterman, In Search of Excellence. NY: Harper & Row, 1982.
Rath, Tom, Strengths Finder 2.0. New York: Gallup Press, 2007
Stiglitz, Joseph E., Globalization and Its Discontents. New York: W. W. Norton, 2002.
Tannen, D., You Just Don't Understand. New York: Ballantine Books, 1990.
Wren, D., The Evolution of Management Thought. New York: Wiley and Sons, 1979.