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 5312 – Strategic Management
4. Term: Winter 2012-13
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: Tues., Nov. 13, 2012 thru Feb.12, 2013; 5:30-9:30 pm, Phoenix campus
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
Strategic Management
AUTHOR
ED
YEAR
PUBLISHER
Hitt
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.
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.
Page two – Wayland Baptist University, Winter 2012-13 – Strategic Management, MGMT5412
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. 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 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.
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 will be as follows: Examinations
Three case papers
Peer evaluations
Instructor's Eval.
200 points
600 points
100 points
100 points
900+ pts = A; 800+ pts = B
Page three - Wayland Baptist University, Winter 2012-13– Strategic Management, MGMT 5412
17. Tentative Schedule: (Calendar, Topics, Assignments – All finalized at the first class)
November
13 - Introduction - Course Objectives - History
20 – Thanksgiving break – NO CLASS
27- Environment/SWOT - Read Preface and Chaps. 1, 2 & 3, Questions & Discussion
(Q & D)
December
4 - Read Chap. 4, Q & D, Mission and Goals
Case #1 - Research, Analysis and Presentation, Southwest Airlines.
11 - Review Research Case Approach, Read Chaps. 5 & 6, Q & D, Strategy Formulation
and Implementation, Ethics, Social Responsibility.
18 – TBD
January
8 - TBD
15 - Mid term exam
22 - Review exam, Read Chapters 7, 8 & 9, Q & D.
29 - Read Chaps. 10 & 11, Q & D, Case #2 - Research, Analysis and Presentation,
Ford Motor Co.
February
5 - Read Chaps. 12 & 13, Q & D, Evaluation/Control, Case #3 - Research, Analysis and
Presentation, Student Selected Organization.
12 - Summary and Conclusion - Final Exam
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.
Lindbloom, C., "The Science of Muddling Through," Public Administration Review, (Spring 1959), 79-88.
Mintzberg, Henry, Managers Not MBAs. San Francisco: Berrett-Koehler Publishers, 2004.
Mitroff, Ian, Mason, R. O. and Pearson, Christine, "Radical Surgery: What Will Tomorrow's
Organizations Look Like", Academy of Management Journal, 8, 11-22.
Peters, Thomas J. & Robert H. Waterman, In Search of Excellence. New York: Harper and Row, 1982.
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.