Strategic Management
MGMT 449
Spring 2005
Section 003: TR 8:00 – 9:15 (Room SSS 322)
Section 004: TR 9:30 – 10:45 (Room SSS 322)
Section 005: TR 12:30 – 1:45 (Room SSS 315)
Instructor: Dr. Kristy Lauver
Office:
SSS420
Office Hours: Tuesday/Thursday 10:45 – 12:15,
Wednesday 8:00-12:00
By appointment
e-mail:
lauverkj@uwec.edu
Office phone: 836-4427
Web Site:
http://uwec.courses.wisconsin.edu
Required texts
Strategic Management – Concepts and Cases, by Arthur Thompson, Jr., and A.J. Strickland III
Additional Readings will be placed on library reserve, distributed during class, or placed on-line
at the course website.
Recommended Reading Material
In addition to the required readings, we will discuss many strategy topics from the business
press. As such, to help you increase your knowledge of current strategy issues and topics, I
recommend the following magazine and email sites:
msn.com
ceoexpress.com
Economist
Great place to get up to the minute business news
Great portal to access many business periodicals
Great periodical (with a website) that covers US and international business
and political issues
Wall Street Journal
Business Week
Fast Company
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Comments on the Course
This course focuses on the competitive strategy of the firm and is viewed as a ‘core’ course in
your program. The course adopts a manager’s perspective on strategy and places you in the role
of a key decision maker within a firm or an advisor to key firm decision makers. As such, this
course will have four primary objectives:
1. It will use a variety of learning techniques and introduce you to multiple concepts.
The text readings, supplementary materials and cases will expose you to a variety of
managerial disciplines and conceptual schemes. Business problems rarely present
themselves as discrete issues (i.e., as a ‘finance’ or ‘accounting’ or ‘human resources’
problem). Rather, business problems are complex and require creative solutions
using multiple means. My objective is to provide you with an expansive toolbox of
concepts and approaches to strategic management that will allow you to integrate and
use your knowledge from all management courses as well as your previous work and
life experience.
2. It will focus both on the making and implementation of business strategy. The
diagnosis of business problems is only a small component of a successful competitive
strategy. Making a particular strategy work, for a specific firm in a particular market,
is a critical and underemphasized element of strategic management. You will be
encouraged and challenged to work through the implementation of any prospective
strategies.
3. It will place particular emphasis on issues of technological, economic and social
change. Business firms are competing in an increasingly global context. Firms are
also competing in the context of the ‘new economy’ in which services, knowledge
management and technological innovation play an increasingly important role. You
will examine the impact of these elements of the new economy on strategic planning
through supplemental readings and cases that emphasize these issues.
4. It will challenge your skills for oral presentation, written communication and ability
to work effectively in teams. Contemporary managers are valued not only for their
skills at technical analysis and problem solving, but also for their ability to
communicate their solutions, persuade others of the viability of their insights and
construct creative solutions in a group context.
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Course Format
This course is designed to benefit not only those who desire to be general managers and CEOs,
but also specialized professionals (i.e. accountants, MIS, human resource managers, operations
managers, economists, etc.), and each individual within an organization. Each manager needs to
realize the extreme importance of an organization’s strategy, and his/her role (as well as the
employees’ role) in influencing, supporting, and implementing an organization’s strategy. To
learn about strategic management we will be discussing current topics, doing interactive
activities, covering Management Strategy in readings and lectures, doing case studies, and
putting together a strategic plan.
This will be an interactive course. You must come to class with the assigned readings
completed, prepared for discussion, and ready to participate. What you get out of this course
will depend upon your effort. You will need to keep up with the readings and information, and
plan your assignments accordingly. This course is meant to be a very challenging, valuable, yet
fun learning experience.
Evaluation -- Assignments/Examinations
Course Requirements
Exams (3)
% of Total Grade
42%
- 14% Exam I
- 14% Exam II
- 14% Exam III
Group Project/Presentation
(Company Analysis) 33%
- 10% Written (Work in stages)
- 10% Written (Final Project)
- 10% Oral Presentation
- 3% Consulting Log
Case Study
10%
- 10% Case Study
Current Events Article
5%
- 2.5% Write-up
- 2.5% Class Presentation
Class Contribution
10%
Total
100%
Points
420
(140)
(140)
(140)
330
(100)
(100)
(100)
(30)
100
50
(25)
(25)
100
1000 points possible
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Exams
Required Exams:
There will be three exams throughout the course. Exams will be multiple choice and short
answer. The exams will not be comprehensive – but will cover all of the material covered since
the previous exam (or beginning of class for the first exam).
Optional Final:
Should you not be satisfied with your exam scores, you may choose to take a final. The final
will be comprehensive. The grade you achieve on the final will then be averaged with your
previous exam grades. (Note that this may raise or lower your grade.)
Group Project
For the group project, each team will act as consultants performing a strategic analysis of an
organization. The analysis will include identifying the organization’s mission/vision/goals,
doing an external and internal analysis of the organization, and identifying the company’s current
strategies (as well as the strategies of their competitors). Then the team will determine
recommendations for the organization, discuss how these recommendations should be
implemented (as well as complications that may arise from attempting to implement the changes,
and how they can be avoided or planned for in advance). The organization that the team will
choose has to be an organization that they have access to (i.e. you must be able to obtain primary
data). If you need help with identifying the organization, let me know ASAP.
Written Work
In order to encourage work on the project as we learn each of the concepts, there will be five
different times throughout the semester that you will be required to turn in a section of the
assignment. I will make comments on each of these sections, which you can then
address/change for the final project. Your final written report should be in a format that you
would be willing to hand to the CEO of the organization that you have chosen (in fact, you may
want to promise a copy of the report to the individual(s) in the organization that is(are) giving up
time to spend with you, in exchange for their willing helpfulness).
Oral Presentation
Your oral presentation will need to be approximately 40 minutes in length and will need to
include all of the parts of your written presentation, in a manner that you would present the
proposed recommendations to the managers within an organization. (If the individual(s) you are
working with in the organization would like to attend your class presentation, this is
encouraged).
Consulting Log
As required of consultants, you will be required to keep track of time spent, and the task the time
was spent on. Additionally in your log you will need to write down general comments about
“process” (what is working, not working, good websites, contact information, what you would
do differently, what information you are lacking to do your job thoroughly, etc.). I will post a
sample log on the course page. This is not meant to be time consuming, but rather to work
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toward a good habit of keeping track of what and how work is progressing (something I have
found both difficult, but important in consulting work). This will also allow me to see how your
group project is progressing. You will be required to bring your log to class each day with you.
I will randomly pick up the log four times throughout the semester. I will simply be looking for
whether or not you are keeping the log, rather than for any specific comments, amount of time
spent, etc. If you are not in class the day the logs are collected, or do not bring your log with
you, you will miss out on that day’s points.
Additional information will be provided on the group project throughout the semester.
Case Studies
You will be required to read and be ready to discuss all the case studies. The specific case
assignments will be made throughout the course. For your own benefit you should prepare a
brief written summary of each case before class. The summary should briefly summarize the
facts of the case, identify the primary and subsidiary issues and provide suggested solutions to
the issues. The case studies will typically be posted on-line on the course web-site (or on library
reserve). There may also be relevant news events that I will ask that you watch for a case study.
You will need to choose one of the case studies covered in class to write-up for a grade. Written
case studies are due the day the case you select is scheduled to be discussed before the class
discussion begins. You will be evaluated on thoroughness in addressing the issues, how well
you show knowledge of the issues being addressed, well-reasoned and thoughtful answers, and
use of what we have learned in the course in your write-up. Your focus should not be on
summarizing the case, but rather you need to focus on application of theoretical concepts, critical
analysis of the issues, recommendations, and implementation issues. Write-ups will need to be
3-4 pages, typed and double-spaced.
Current Event
Everyone is required to find a current (written within 2 weeks of when the topic is covered in
class) article relating to a topic we are covering in the course. These articles may come from
newspapers, magazines, and/or you may tape a short television segment should something
pertinent arise (this is actually encouraged, though you will need to let me know in advance so I
will know if we need to build in extra time for a video clip). The articles must be brought on the
same day that the topic they relate to is discussed. You will need to give a brief description of
the article’s issues to the class, and discuss the theoretical concepts from class that are discussed
in the article. You may choose which day you would like to complete this assignment so that
you can present on an area of particular interest to you. If you do not let me know a preference,
you will be assigned randomly to a date and topic. Your write-up of the article, theoretical issues
it covers, and how it ties with the course will need to be approximately 1-2 pages. Your verbal
presentation will need to be 5-10 minutes.
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Class Contribution
True learning can only be achieved if each student is actively participating. To stimulate
participation, class contribution will count toward the final grade. As such, attendance is
mandatory as it is your chance to ask questions, learn from the other students, and integrate the
material in the course. However, given this is your final class and you might have interviews,
everyone will receive one “freebie” with regard to missed classes.
My contribution grading is simple. Coming to every class and saying nothing will gain you 60%
of the available points. The more high quality comments you make, the closer to 100% of the
available points you will receive. If you are in doubt that you have something of “high quality”
to say, say it and I will tell you “in private” if it is of high quality.
I expect that the material will be read prior to coming to class.
[Additional authorized absences by the Dean of the College include: (1) participation in an
approved field trip, (2) participation in authorized extra-curricular activity (these need to be
reported to the Dean and instructor at least 48 hours in advance), and (3) illness, injury, or
emergency.]
If you have to miss a class you need to let me know as soon as possible, and definitely before
the class has started.
Occasionally, some students find it difficult to participate effectively in class discussions
because of language or other challenges. Please speak to the instructor if this is a significant
challenge for you.
Extra Credit
All extra credit will be evaluated similar to the other written assignments, looking at the quality
of your work, and assigning you a percentage of the possible points accordingly.
Comparing Organizations’ Strategies
Since most of you are on the job market, this should be a productive assignment helping you
think both about strategy, and about your job search. For this option, you need to access two
different organizations’ websites that you would potentially like to work for. See what you can
decipher about the organizations’ strategies from the website, applying theoretical constructs that
we have discussed in class. Discuss each of the organization’s strategies, how they
compare/contrast to each other, and whether or not you think you would like to work for one
organization over the other when examining their strategies (and why). This is worth a total of
20 points.
Special Needs
Students with special needs should contact me as soon as possible. Every effort will be made to
make appropriate accommodations.
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Policy on Cheating/Academic Misconduct
Personal integrity is an important part of effective management, and vital to business
management. Cheating either on the exams or the assignments will result in a grade of F for the
assignment/exam and most likely the course.
Cheating or “Academic Misconduct” is defined by the University as the following:
1. Seeks to claim credit for the work or efforts of others without authorization or citation
2. Uses unauthorized material or fabricated data in any academic exercise
3. Forges or falsifies academic documents or records
4. Intentionally impedes or damages the academic work of others
5. Engages in conduct aimed at making false representation of a student’s academic
performance
6. Assists other students in any of these acts
If you are uncertain of your ability to perform on either the exams or the assignments, please
come see me. I am here to help you succeed in this course.
Grading scale
There is no curve. Grades are based on earned performance indicators, not the performance of
others in the class.
93-100
90-92
87-89
83-86
80-82
A
AB+
B
B-
77-79
73-76
70-72
67-69
63-66
C+
C
CD+
D
7
60-62
D59 and below F
Tentative Schedule: This is a general outline of what we will cover. However, you will need to
be in class, and pay close attention to announcements and due dates verbally told to you, and
changes as posted on D2L. I have a tendency to change the course outline as needed (i.e. if
there is a pertinent current event that we should spend time on, if there is a general consensus
that we need to spend more – or less time on a topic as it is new or more of a review for students,
if I am able to bring in a guest speaker, etc.). The intent of this course is to help you learn, not
just to get a certain amount of content to you in a certain amount of time.
Date
Jan. 27
Feb. 1
Feb. 3
Feb. 8
Feb. 10
Feb. 15
READINGS & ASSIGNMENTS
Topic
Reading/Assignment
Overview of Strategy
Introduction
C-2 to C-9
What is Strategic
Article “Crafting a
Management?
Strategy” /
Chap. 1 T&S
Before Choosing a Strategy….
Mission/Vision/
Chap. 2 T&S
Goals/Objectives
Group Project/Teams
Industry/Competitive
Chap. 3 T&S
Analysis (External)
Internal Analysis
Chap. 4 T & S
Internal Analysis/
External Analysis
Review
Hormel Lab
Feb. 17
Feb. 22
Feb. 24
March 1
Choosing a Strategy
General Types of
Ch. 5 T&S
Strategies/Competitive
Advantage
Tailoring Strategies to
Ch. 8 T&S
Companies
Bring Book to Class!
Hormel Lab
Globalization
Ch. 6 T&S
March 3
Diversification
Ch. 9 T&S
March 8
Review
Hormel Lab
March 10
March 15
Implementation and Execution of Strategy
Change/
Article “Five Parts of
Building Strengths
Change”
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Assignments/Exams
Self-Info Sheet
In-Class Case Study
Be Signed up for Current
Event Date
Group/Company Names
Due
Current Event Article
Presentations Start (CE)
CE
Vision/Mission/Goals
Due
Case Study Due
Exam I
CE
CE
In class activity
External Analysis Due
CE
CE
Internal Analysis Due
CE
Case Study Due
Exam II
CE
March 17
March 29
March 31
April 5
April 7
April 12
April 14
April 19
April 21
April 26
and Capabilities
Strategy & Ethics
Ch. 11 T & S
Current/Recommended
Company Strategies Due
Spring Break March 21-25
Promoting Strategy
Ch. 12 T & S
Leadership/
Ch. 13 T & S
Corporate Culture
Implementation in
Non-profits
Implementation in
Non-profits, M&As,
Franchises, etc.
Review of
Article “Are you sure
Implementation
you have a strategy?”
Hormel Lab
CE
CE
CE
Implementation Due
Case Study Due
Exam III
Work Day/In Class
Activity/Guest
Speaker?
Work Day/In Class
Activity/Guest
Speaker?
Work Day/In Class
Activity/Guest
Speaker?
Hormel Lab?
Hormel Lab?
Hormel Lab?
April 28
Group Presentations
Start (GP)
GP
May 3
May 5
GP
Final Written Group
Project Due
May 10
May 12
Dec. 13-17
Final Time
Sect. 003, May 16
8 am (Mon.)
Sect. 004, May 18
10:00 am (Wed.)
Sect. 005, May 17
1:00 pm (Tues.)
*T&S = Reading from Thompson and Strickland
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GP
GP
Final Exam
(Optional)
*Comprehensive