COURSE SYLLABUS
MGMT 661 -3 credits
Strategic Management
Term/Year: Winter2020
Instructor:
Dr. Daren Hancott
Email: daren.hancott@ucanwest.ca
Office: N/A
Office Hours: TBD
1. Course Description
Strategic management focuses on the strategy formulation and actions taken by top management utilizing the
organization's resources synergistically to improve performance of internal and external environments. The course
serves as an opportunity to develop skills for strategic thinking and analysis, leadership, communication,
teamwork, and cross-functional integration. Students learn about corporate and business planning as well as the
implementation of organizational change through structures, systems, and people. The approach adopted includes
lectures, case analyses, and action learning through group efforts.Pre-requisite:
Course code and name (or
None)
2. Co-requisite:
Completion of Tier 3
3. Learning Outcomes
As an MBA graduate, students will be prepared to act as an effective leader in global contexts. They are able to
take on complex business challenges, apply pragmatic problem-solving methods, communicate persuasively and
make informed, responsible decisions that drive organizational success.
4. Gruaduates will be able to
1. Construct strategic responses to business challenges/opportunities
2. Assess ethical implications of business activities
3. Develop, implement and evaluate solutions to business problems
4. Formulate business decisions and systematic analysis that reflects critical thinking
5. Demonstrate effective skills to collaborate with diverse groups of people
6. Lead teams through the resolution of problems and successful completion of projects and tasks
7. Integrate personal values and perspectives into problem solving and take responsibility for decisions
8. Communicate ideas persuasively (written and oral) as a result of thorough analysis of information
9. Gather, analyze and synthesize information for a business context.
10. Describe the competitive landscape and explain how globalization and technological changes shape it.
11. Discuss the incentives and resources that encourage diversification.
12. Describe the work of strategic leaders.
13. Explain the importance of analyzing and understanding the firm’s external environment.
14. Explain how firms analyze their value chain for the purpose of determining where they are and how to
create value when using their resources, capabilities, and core competencies.
15. Describe the risks of using business-level strategies.
UCW Course Syllabus: MGMT 661
16. Explain awareness, motivation, and ability as drivers of competitive behaviors.
17. Discuss environmental trends affecting the choice of international strategies.
18. Describe how corporate governance fosters the making of ethical decisions by a firm’s top-level managers.
19. Discuss the functional structures used to implement business-level strategies.
20. Define strategic leadership and describe top-level managers’ importance.
21. Explain how strategic entrepreneurship helps firms create value.
5. Required Resources [sample]
1. Strategic Management: Creating Competitive Advantages Paperback – Feb 13, 2018 by Gregory G Dess
Dr (Author), Gerry McNamara (Contributor), Alan B Eisner (Contributor)
2. https://ww2.capsim.com/login/ Live Simulation – Strategy and Business Policy (online access)
6. Recommended Resources [sample]
1. Publication Manual of the American Psychological Association, APA, 7th edition ISBN: 978-1433832161
2. Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. New York,
Free Press.
3. Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance.
New York,
Free Press.
4. Porter, M.E. (1990). The competitive advantage of nations. New York: Free Press.
7. Weekly Schedule [sample]
Week
1
Title
Administrative
Issues, Creation
of Teams,
selection of team
cases, selection
of article
weeks/cases for
each week for
discussion in class
2
External
Environment
Analysis
3
Business-level
strategy: creating
and sustaining
competitive
advantage
UCW-Syllabus: Template Apr2020
<Instructor Name:Term>
Topics









Chapter 2: External Environment Analysis
2.1. Environmental Scanning
2.2. The General Environment
2.3. The Competitive Environment
Chapter 3: Internal Environment Analysis
3.1. Value Chain Analysis
3.2. Resource-based View of the Firm
3.3. Evaluating Firm Performance





Chapter 4: Recognizing a Firm’s Intellectual Assets
4.1. Central Role of Knowledge
4.2. Human Capital
4.3. Role of Social Capital
4.4. Using Technology to Leverage Human Capital and
Knowledge
 4.5. Protecting the Intellectual Assets of the
Organization
 Chapter 5: Business-Level Strategy: Creating and
Sustaining Competitive Advantage
 5.1. Types of Competitive Advantage and Sustainability
 5.2. Integrating & Applying Strategic Management
Concepts
 5.3. Industry Life-Cycle Stages
 Chapter 6: Corporate-Level Strategy
 6.1. Related Diversification
 6.2. Unrelated Diversification
Course
Learning
Outcomes
Activities Readings
Readings:
Ch 1, 2, 3
Ch 13 case
assignments
1,
5,9,13
Readings:
Ch 4
1, 2
Readings:
Chapter 5 & 6
3
DUE:
Case study 1
2
UCW Course Syllabus: MGMT 661
4
International
Strategy






6.3. The Means to Achieve Diversification
Chapter 7: International Strategy (Part 1)
7.1. The Global Economy
7.2. Factors Affecting a Nation’s Competitiveness
7.3. International Expansion
7.4. Achieving Competitive Advantage
4
5
International
Strategy (part 2)
 7.3. International Expansion
 7.4. Achieving Competitive Advantage
6
Readings:
Chapter 7
Readings:
Chapter 7
Activities:
?
DUE
Case Study 2
6
Entrepreneurial
Strategy and
Competitive
Dynamics
7
Creating Effective
Organization
Designs
8
Strategic
Leadership:
Creating a Learning
Organization and
an Ethical
Organization
 Chapter 8: Entrepreneurial Strategy and Competitive
Dynamics
 8.1. Recognizing Entrepreneurial Opportunities
 8.2. Entrepreneurial Strategies
 8.3. Competitive Dynamics
 Chapter 9: Strategic Control & Corporate Governance
 9.1. Ensuring Information Control: Responding
Effectively to Environmental Change
 9.2. Attaining Behavioural Control: Balancing Culture,
Rewards, and Boundaries
 9.3. The Role of Corporate Governance
 Chapter 10: Creating Effective Organizational Designs
 10.1. Traditional Forms
 10.2. Barrier-free Organization
 10.3. Modular Organization
 10.4. Virtual Organization
 10.5. Boundaryless Organization
 10.6. Ambidextrous Organizations
 Chapter 11: Strategic Leadership: Creating a Learning
Organization and an Ethical Organization
 11.1. Leadership
 11.2. Overcoming Barriers and Using Power
 11.3. Emotional Intelligence
 11.4. Creating a Learning Organization
 11.5. Creating an Ethical Organization
7, 8
Readings:
Chapter 10
6
Readings:
Chapter 11 &
12
DUE:
Simulation
10
 Chapter 12: Managing Innovation & Fostering
Corporate Entrepreneurship
 12.1. Types & Challenges of Innovation
 12.2. Corporate Entrepreneurship
 12.3. Entrepreneurial Orientation
 Review for Final Exam
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Readings:
Chapter 8 & 9
DUE
Case study 2
Board of
director
report
Final case
Week 9
3
UCW Course Syllabus: MGMT 661
8. Required Assignments or Activities, Distribution of Marks and Due Dates
Date
Ongoing
Week 3
Week 6
Assessment Item
Description
Weight
Class Participation+ Presentation
Students to contribute to group discussions
and present the results of one of their case
studies. Participation for your in-class
activities each week and learning summaries
due weeks 2, 4 6, and 8 (5% each video
format). Instructor-assigned: students to
individually research and analyze case. We
will discuss cases from the real world weekly
in class. Each week you will be required to
define the problem, list the issues in order of
priority and create recommendations to solve
the problem and get rid of the major issues.
This will form part of you weekly video
summaries.
20%
Case Study 1 (Assignment)
Instructor-assigned: students to individually
research and analyze case. Second case
analysis to be chosen by professor and
submitted with SWOT-PESTLE-Porter’s 5Factor Model-Critical Thinking Model, BCGAnsoff’s Matrix. An analysis template will be
provided.
15%
Written 12%
PPT 3%
15%
Case Study 2 (Assignment)
Instructor-assigned: students to individually
research and analyze case. Second case
analysis to be chosen by professor and
submitted with SWOT-PESTLE-Porter’s 5Factor Model-Critical Thinking Model. An
analysis template will be provided.
15%
15%
Written 12%
PPT 3%
Week 6
CapSIm Simluation
Group Simulation
25%
Week 8
Board of Directors Summary
Write the report following the instructions
available for you on Moodle
5%
Week 9
Final Case Analysis
Instructions provided on Moodle last week of
class. (Exam open over 2 days).
20%
Total
100%
NOTE: Passing grade for the course: 72%
UCW-Syllabus: Template Apr2020
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UCW Course Syllabus: MGMT 661
Degree graduation requirement: Graduate students must maintain minimum 72% / Grade B / 3.00 Cumulative Grade Point Average (CGPA). (Sa
9. Applicable Policies
The following documents form an integral part of this Syllabus, therefore need to be updated each term by the Instructor and
made accessible at the same time as this Syllabus to students:
1- Term-dependent policies:
 Format for Assignment Report UCW follows the Publication Manual of the American Psychological Association (APA). All
assignments must be submitted with the correct APA formatting and all sources cited according APA standards. The UCW
Library provides resources and reference materials for students and faculty to utilize in order that their work meets APA
standards.
 Grading Rubric for Papers See grade points and letter grades section

Class Participation / Expectations: Students are expected to attend every class. If you must be absent, please contact
the instructor as soon as possible. For international students within Canada, or Canadians on student loans, the
university must report any absences over 8 hours in a semester (all classes combined) to the appropriate authority.
This may result in the revoking of a student’s study permit or student loan status. Students for whom this doesn’t
apply, still run the risk of grade penalties to their participation mark.
 Late Assignments: Late Assignments will be penalized at a rate of 10% per day.
2- Standard UCW policies (hyperlinked and under various sections on the policy website):
 APA Guidelines
http://www.myucwest.ca/attachments/librarian/files/APA_QuickGuide_7thEd.pdf
 Policy 6006 – Copyright (Library section)
https://resources.finalsite.net/images/v1576849648/uwoca/c9nrtjt9mga2o50lexui/6006-copyright-policy-rev-feb-14.pdf
 Policy 6751 – Information Privacy and Security (Records Management)
https://resources.finalsite.net/images/v1576850207/uwoca/hrytdxbi0jbsjqmxgmon/6751-informationprivacysecurity.pdf
 Policy 9024 – Examinations (Registrar’s Office)
https://resources.finalsite.net/images/v1576852124/uwoca/hzmbkt5vyzfwnhyyyat4/9024-examinations-policy-ac-approvedjune-14-2019.pdf
o Out-of Time Final Examination Form (Registrar’s Office)
https://resources.finalsite.net/images/v1576852185/uwoca/jmratrpy6r70o4xo48dv/9024a-examinations-out-oftime-form.pdf
o Out-of-Time Final Examination Form (Registrar’s Office)
https://resources.finalsite.net/images/v1576852185/uwoca/jmratrpy6r70o4xo48dv/9024a-examinations-out-oftime-form.pdf
 Policy 5002 – Turnitin (Academics)
https://resources.finalsite.net/images/v1576846438/uwoca/szss2nvacyftjcwajue1/5002-turnitin-policy-rev-feb-14.pdf
o You may be asked to submit some assignments electronically to Turnitin (via the UCW portal), which checks for originality
before evaluation by the instructor.
UCW-Syllabus: Template Apr2020
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UCW Course Syllabus: MGMT 661

Grade Point and Letter Grades – see table below.
UCW-Syllabus: Template Apr2020
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UCW Course Syllabus: MGMT 661
UCW Master's Level Grading Rubric For Assessment - General Rubric
1-4 Scale
1
Percentage Score
Grades
Mastery Level
Weight
Student
Score
Standard Level
2
3
4
0-59
59-71
72-77
78-81
82-84
85-89
88-91
92-100
F
C
B-
B
B+
A-
A
A+
Beginning
Developing
Competent
Mastery
Below Standard
Approaching Standard
At Standard
Exceeds Standard
Subject Matter
Answering questions
and results of
research
50
Key elements are not adequately
Key elements are mostly covered.
covered.
Content is mostly accurate but
Content is not comprehensive, has
lacks persuasivness.
inaccuracies and is not persuasive.
Displays some understanding of
Displays lack of understanding of
relevant theory.
relevant theory.
Points mostly supported by
Points not adequately supported by
references.
references.
Research is lacking in content and
Research is lacking in content and
quality
quality
Key elements are completely
Key elements are adequately
covered.
covered.
Content is comprehensive, accurate
Content is accurate and persuasive. and persuasive.
Displays adequate understanding of Displays superior understanding of
relevant theory.
relevant theory.
Points supported by references.
Points fully supported by specific
Research is adequate in content
references.
and quality
Research is superior in content and
quality
20
Introduction provides background
Introduction provides poor level of of paper missing some key
Introduction provides good level of
background of paper
elements
background of paper
Structure of paper is not clear and Structure of paper is not clear and it Structure of paper is clear and train
is difficult to follow train of thought is not easy to follow train of
of thought process is
process
thought process
understandable
Conclusion does not follow logically Conclusion follows from body of
Conclusion mostly follows logically
from body of paper
paper but misses key points
from body of paper
Critical Thinking is lacking: missing Critical Thinking is not fully present: Critical Thinking is present: logical
logical argumentation & reasoning, missing key points of logical
argumentation & reasoning shows,
concrete examples & valid
argumentation & reasoning,
reasonable examples & valid
inferences
concrete examples & valid
inferences are made
inferences
Introduction provides superior level
of background of paper
Structure of paper is very clear and
easy to follow train of thought
process
Conclusion follows logically from
body of paper
Critical Thinking is present through:
logical argumentation & reasoning,
concrete examples & valid
inferences
10
7th Ed. APA Manual is not followed
or there are significant errors in:
title page & references pages. Intext citations, paraphrasing and
direct quotes are quite inadequate
but do not rise to the level of
plagiarism
7th Ed. APA Manual is followed
7th Ed. APA Manual is followed
with minor errors in:
with significant errors in:
formatted title page, formatted
title page & references pages. Inreferences pages, in-text citations,
text citations, paraphrasing and
paraphrasing and direct quotes are
direct quotes are lacking but do not
adequately used in the correct
rise to the level of plagiarism
context
7th Ed. APA Manual is followed
with no errors including:
properly formatted title page,
properly formatted references
pages, in-text citations are correclty
used, paraphrasing and direct
quotes are properly used in the
correct context
10
Grammar and sentence structure
has major problems following
standard English rules and reads
with difficulty with major errors in
punctuation and spelling
Grammar and sentence structure
Grammar and sentence structure
has problems following standard
mostly follows standard English
English rules and reads with some rules and reads reasonably well
difficulty with errors in punctuation with few errors in punctuation and
and spelling
spelling
Grammar and sentence structure
follows standard English rules and
reads well with excellent
punctuation and spelling
10
Sentences are lacking in
completeness, clearness,
consicseness and are not wellstructured.
Transitions do not maintain flow of
thought.
Words are ambiguous.
Tone is inappropriate to
audience/assessment. Colloquial
language or inappropriatel use of
paraphrasing is used.
Sentences need to be more
complete, clear, consicse and wellconstructed.
Transitions do not maintain flow of
thought well.
Words are not precise and have
some ambiguity.
Tone is not appropriate to
audience/assessment. Colloquial
language or inappropriatel use of
paraphrasing is used too much.
100
Additional Comments
Organization &
Critical Thinking
Demonstration of
thought process and
analysis of problem
and resolution using
own thoughts and
ideas
Style & Mechanics
APA
Application of the
requirements of the
7th APA manual to
create a standardized
formatted report
Grammar/Punctuatio
n/Spelling
Use of proper English
language grammar,
spelling and
punctuation to
create a readable
Readability & Style
Clarity of thought
and appropropriate
level of language use
that brings the
author's thoughts
and ideas to the
reader.
Marks
UCW-Syllabus: Template Apr2020
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Sentences are consistently
Sentences are mostly complete,
complete, clear, consicse and wellclear, consicse and wellconstructed with strong, varied
constructed.
structure.
Transitions moslty maintain flow of
Transitions consistently maintain
thought.
flow of thought.
Words are mostly precise with little
Words are quite precise and
ambiguity.
unambiguous.
Tone is mostly appropriate to
Tone is comlpetely appropriate to
audience/assessment. Colloquial
audience/assessment. No colloquial
language or inappropriatel use of
language or inappropriatel use of
paraphrasing is used sparingly.
paraphrasing used.
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UCW Course Syllabus: MGMT 661
DESCRIPTOR
Exceptional: Normally achieved by a small minority of students who have consistently
exceeded performance expectations in all evaluation criteria.
Excellent: Demonstrates a comprehensive knowledge and understanding of subject matter
and achievement of learning outcomes at high levels of performance in almost all of the
evaluation criteria.
Very good: Demonstrates a comprehensive knowledge and understanding of the subject
matter and achievement of learning outcomes at well above average levels of performance
in most of the course evaluation criteria.
Good: Demonstrates substantial knowledge and understanding of the subject matter and
achievement of learning outcomes at average to above average performance levels in most
of the course evaluation criteria
Satisfactory: Demonstrates sufficient knowledge and understanding of the subject matter
and achievement of learning outcomes at average levels of performance in most of the
course evaluation criteria.
Pass: Demonstrates acceptable knowledge and understanding of the subject matter and
achievement of learning outcomes at low to average level of performance in many of the
course evaluation criteria.
GRADE
90-100% A+ (4.33)
Fail: Unacceptable performance in most or all of the course evaluation criteria
0-59% F (0)
85-89% A (4.00)
80-84% A- (3.67)
76-79% B+ (3.33)
72-75% B (3.00)
68-71% B- (2.67)
60-67% C (2.00)
10. Plagiarism and Academic Misconduct:
Plagiarism: includes, but is not limited to:

Submission of another person’s work as original;

Inadequate attribution given to an author or creator whose work is incorporated in the student's work; and

Paraphrase or use of material verbatim from a source without sufficient acknowledgement.
Falsifying Materials: includes, but is not limited to:

Fraudulently manipulating laboratory processes, electronic data, or research data in order to achieve desired results;

Submitting work prepared by someone else (e.g., commercially prepared essays) as one's own;

Citing a source from which material was not obtained; and

Submitting false records, information or data, in writing or orally.
Cheating includes, but is not limited to:

Submitting the same work for different courses without prior permission from the faculty member;

Copying another person’s answers or other work;

Sharing information or answers when doing take-home assignments, tests, and examinations except where the instructor
has authorized collaborative work;

Having any unauthorized materials or equipment in an examination or test;

Submitting an assignment completed (or partially completed) by someone else;

Falsifying or making up data or bibliographic information;

Impersonating a candidate in an examination or test, or being assigned the results of such impersonation;

Reproducing, sharing or otherwise making unauthorized copies of UCW materials in any format;

Using technological means such as cell phones, data storage units and other electronic devices without prior permission
from the faculty; and

Assisting others or attempt to help others to engage in any conduct described above or any other activities prohibited by
UCW.
Penalties for Academic Misconduct
Penalties for academic misconduct include, but are not limited to:
At the course level:

Written reprimand for retention in the student file (no transcript entry)

Repetition of the assignment or completion of a different, but similar, assignment (no transcript entry)

Failing grade for the assignment (no transcript entry)

Failing grade for the course (recorded on transcript)
At the program level:
UCW-Syllabus: Template Apr2020
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UCW Course Syllabus: MGMT 661

Disciplinary probation for a defined period with written documentation retained in the student’s file (transcript notation for
period of probation)
At the University level:

Suspension (permanent transcript entry)

Expulsion (permanent transcript entry)

Rescission of degrees granted (permanent transcript entry)
Instructor Biography:
Dr. Hancott has worked across Canada and has been involved in companies ranging from transportation and logistics, to education
& training, exporting of seafood and non-profit organizations including the BC Chamber of Commerce where he has served has an
executive, Director, Chair of the Board, and Chair of the Board of Governors. Daren served several terms as Director of the
Canadian Chamber of Commerce and served on several committees. Daren was the mayoral candidate in the 2014 municipal
election under the Burnaby First Coalition banner. Dr. Hancott has experience conducting business in over 22 countries and has
been the senior executive for Seafood Products Ltd., (A division of Maple Leaf Foods) with over 500 employees and some $50
million in annual revenues as well as the University of Phoenix operations in Canada for 11 years with operations in two provinces.
His role at University Canada West included senior advisor to the Board of Eminata Group, Acting Dean, Acting Senior Academic
Officer, and Chief Administrative Officer (CAO) with students from over 45 countries. He is currently Campus Provost and VicePresident Academic of Yorkville University in BC. Daren serves on the Board of several non-profit organizations and is a current
member of the BC Chamber of Commerce Policy Review Committee writing and commenting on policy for local, provincial and
federals governments to promote and tackle issues related to small and medium enterprises. Daren is a founding director of the
Love and Mercy Benevolent Society to help others through kind acts and deeds. He is Chair of the Board for the Bosco Society and
Chair of the Private Degree Granting Institutions Association. He has been teaching and designing courses and entire programs
including MBA and MITM programs for over 20 years. Dr. Hancott received his Bachelor of Commerce from Memorial University of
Newfoundland in 1989, his Master of Business Administration in 1998 from Saint Mary’s University and his Doctor of Philosophy
(Organization & Management with a Leadership Specialization) in 2005 from Capella University in Minneapolis, MN, USA. Daren is
an avid runner, a martial artist, a triathlete, a powerlifter and has completed marathons across Canada. He has published a book
on Leadership entitled: Leader is What? available on Amazon. Daren was a previous Top 40 under 40 Winner and a recipient of the
John Sperling Teaching Award of Excellence. Daren lives in Burnaby, BC with his wife Linda and his two sons, Dyllan and Garrett.
UCW-Syllabus: Template Apr2020
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