August 26, 2008
1
Strategic Management Seminar
California State University,
Northridge
College of Business and Economics
Dr. Daniel Degravel
Strategic Management
Seminar
Fall 2008
MGT693
Class 12497 T 7:00pm-9:45pm
JH1236
August to December 2008
2
Day Outline
I.
Professor: introduction
II.
Course Objectives
III.
Course Structure and Schedule
IV.
Evaluation
V.
Teaching Method
VI.
Work for students
VII. Contents
VIII. Students: presentation
3
Professor
1- Internal
consultant
3- Faculty
Four
perspectives
2- Project
manager
4- External
consultant
4
1- Internal
consultant
2- Project
manager
Professor
Advisor, “Implementor”
Study and make
recommendations
Preparation of Material for
Decision
Follow-up of Solutions
Implementation
“Constructor”, Pilot and
Teamwork Animator
Change Management
Construction of Method,
Tool, Process
First Cycle and Preparation
of Resources to run it after
start
5
Professor
Professor and Communicator
Constructor of Knowledge
Knowledge “Tranferor”
Knowledge Builder (Searcher)
Class and Groups Animator
Consultant
Diagnosis builder as a generalist
Problem-solver
Recommendation maker
Solution implementor
3- Faculty
4- External
consultant
6
Course Fundamental Objectives
Make students able to deal with strategic
topics: understand, build, market and
implement a strategic plan
But also…
Allowing students to build for their future
career good Performance and Behavior as
managers…
7
Course Fundamental Objectives
1- Identify critical issues
2- Strategic recommendations
3- Understanding of key implementation issues
Implied Objectives:
4-Communication
5-Develop classic but critical skills for managers (group animation,
teamwork and leadership)
6-High level vision and understanding of organization’ strategic situation,
challenges and solutions
8
Schedule
17 Chapters
Discussions and
exercises
Individual Report
Report about actual use of strategy in real
organization
MGT693 classes
taught jointly with
Prof. Rex Mitchell
Exams
3+?
Dialogue with
Professor
Validation of proposals
Evaluation of students
15
Sessions
2:45h
Case study presentation and
discussion
7-9 case studies related to a
topic: a presenting team per
case
Final Team Project
Presentation by each team of their study of
firm’s R&C (session at the end of
semester)
9
Contents
10
Case studies
INDUSTRY ANALYSIS
1- De Beers
2- Coors
CORPORATE STRATEGY
and COMPETITIVE
STRATEGY
3- Airborne Express
4- Caterpillar
6- News Corp.
7- Google, Inc.
ALLIANCES, NETWORKS and 9- ZISCo.
INTERNATIONAL
5- Jollibee Foods
INSIDE THE FIRM
2- Core competences at GTE and NEC
8- Cirque du Soleil
11
Evaluation
Participation (Individual)
Individual Report (Short report, Individual)
Exams (Individual)
20%
15%
20 %
Case study (Team)
Final Team Project (Large report, Team)25%
20%
Total
100%
12
Evaluation
A- Excellent
B- Regular
CD-
F-
13
Evaluation
Several criteria that apply to the different types of exercises:
Substance and pertinence
Clarity
Relevance to topic
Quality of oral presentation
Proportion and cohesion
Precision
Help for practical work
Generation of discussion
Originality
14
Teaching Method
Chapters
Class Discussion
Specific parts or questions as needed
Illustration on companies
Large contribution from students
Each student provides one question per
chapter
Peer evaluation
Case studies
1- A “Presenting team” discusses
case in front-of the class (15 mn)
2- Global discussion and
challenging with whole class
Presenting team has provided
Instructor with their slides
Instructor guides discussion if
necessary and adds material
Firm Z, Inc.
Each team-member evaluates at the end his/her
teammates
Reports
1- Individual Report (short report): Usefulness and use
of Strategy in organization (2-3 pages)
2- Final Team Project (large report): R&C study and
short powerpoint presentation at the end of semester
(15-20 pages)
Exams
15
Students’ contribution
1- Preparation of chapters and one question
(team)
2- Preparation of one case study in depth and of
the other case studies (team)
3- Individual report
4- Final team project (RBV) (team)
16
Contents
1- Contemporary Strategy Analysis, Robert M. Grant, Balckwell
Publishing, Laden MA., USA, 2008, 482p., 6th Ed.
ISBN 978-1-4051-6309-5
2- Set of HBS case studies (HBS, Hong-Kong Univ.)
3- Regular readings of Business Magazines (at least one of them):
Business Week
LA Times Business
Fortune
Barron’s
Wall Street Journal
Forbes
4- Professor’s website www.csun.edu/~degravel
17
Students: Introduction
I. Education
II. Professional Experience / Position /
Current Organization
III. « Contacts » with Strategy
IV. Career orientation
V.
Specific Expectations for the Course
18
Strategy?
1-Comprehensive alignment of
Organization with its future
Environment
2- Allocation of critical Resources
over long periods of time in pursuit
of specific goals and objectives
3- Vision + Road
19
Contents
Context and Environment of
the Organization
I
Implementation
D
A
Definition
Analysis
Define Strategic
Management and the
way it works (actors
and processes)
Understand the external and
internal environment as
determinants of your
strategic choice
Put your strategic
orientations and
decisions into the
real life of the
Organization
D
Design
Choose your strategy and
define it precisely, founding it
on the outcomes of the
Analytical step