NEW HAMPSHIRE COMMUNITY COLLEGE
2020 Riverside Drive, Berlin, NH, 03570
COURSE OUTLINE
Course Number: MGT230
Title: Leadership and Strategic Management
Prepared by
William Strauss
Instructor
January, 2007
Date
COURSE OUTLINE
COURSE NUMBER AND TITLE: MGT230, Leadership and strategic Management
CATALOG DESCRIPTION: Unlike other business courses that concentrate narrowly
on a particular function or piece of the business—accounting, finance, marketing,
production, human resources, or information systems, strategic management is a big
picture course. It cuts across the whole spectrum of business and management. The center
of attention is the total enterprise–-the industry and competitive environment in which it
operates its long-term direction and strategy, its resources and competitive capabilities,
and its prospects for success.
Throughout the course, the spotlight will be trained on the foremost issue in running a
business enterprise: “What must managers do, and do well, to make the company a
winner in the game of business?” The answer that emerges, and which becomes the
theme of the course, is that good strategy-making and good strategy-execution are the key
ingredients of company success and the most reliable signs of good management. The
mission of the course is to explore why good strategic management leads to good
business performance, to present the basic concepts and tools of strategic analysis, and to
drill you in the methods of crafting a well-conceived strategy and executing it
competently.
You will be called on to probe, question, and evaluate all aspects of a company’s external
and internal situation. You will grapple with sizing up a company’s standing in the
marketplace and its ability to go head-to-head with rivals, learn to tell the difference
between winning strategies and mediocre strategies, and become more skilled in spotting
ways to improve a company’s strategy or its execution.
In the midst of all this, another purpose is accomplished: to help you synthesize what you
have learned in prior business courses. Dealing with the grand sweep of how to manage
all the pieces of a business makes strategic management an integrative, capstone course
in which you reach back to use concepts and techniques covered in previous courses. For
perhaps the first time you’ll see how the various pieces of the business puzzle fit together
and why the different parts of a business need to be managed in strategic harmony for the
organization to operate in winning fashion.
PREREQUISITE(S) (IF ANY):
COREQUISITE:
Class Hours:
Lab Hours:
Credit Hours:
INSTRUCTOR: William Strauss
Phone: Home 207 824-2052 Office 752-1113 ext 2011
E-mail: wstrauss@nhctc.edu
Office Hours: 11 – 1 Tues – Thur or by appointment
TEXTBOOK(S) REQUIRED:
Author: Dess, Lumpkin, Eisner
Title: Strategic Management
Edition: 3rd Edition
ISBN: 007327481X
RECOMMENDED SUPPLEMENTARY READING:
GENERAL OBJECTIVES OF COURSE:
1.
To develop your capacity to think strategically about a company, its present
business position, its long-term direction, its resources and competitive capabilities, the
caliber of its strategy, and its opportunities for gaining sustainable competitive advantage.
2.
To build your skills in conducting strategic analysis in a variety of industries and
competitive situations and, especially, to provide you with a stronger understanding of
the competitive challenges of a global market environment.
3.
To give you hands-on experience in crafting business strategy, reasoning carefully
about strategic options, using what-if analysis to evaluate action alternatives, and making
sound strategic decisions.
4.
To acquaint you with the managerial tasks associated with implementing and
executing company strategies, drill you in the range of actions managers can take to
promote competent strategy execution, and give you some confidence in being able to
function effectively as part of a company’s strategy-implementing team.
5.
To integrate the knowledge gained in earlier core courses in the business school
curriculum, show you how the various pieces of the business puzzle fit together, and
demonstrate why the different parts of a business need to be managed in strategic
harmony for the organization to operate in winning fashion.
6.
To develop your powers of managerial judgment, help you learn how to assess
business risk, and improve your ability to make sound decisions and achieve effective
outcomes.
7.
To help you become more proficient in using personal computers to do
managerial analysis and managerial work.
8.
To make you more conscious about the importance of exemplary ethical
principles, sound personal and company values, and socially responsible management
practices.
LEARNING ACTIVITIES:
GRADING POLICY:
Oral case presentation/analysis…………………………….…….40%
Various case write-ups…………………………………….……..50%
Other stuff (class work and homework)………………………….10%
TOTAL……………………………………………………………100%
Course #: MGT230
GRADING POLICY (CONT.):
Presentation Guidelines
Your oral presentation will be graded on two parts: content and delivery, as indicated on
the attached evaluation sheet. Written evaluations of your case presentation will be
provided at the following class period by other teams. The evaluation will include a
synopsis of the other team’s evaluations, along with overall number grades.
Content includes whether your presentation was accurate, complete, specific, detailed,
and error free. Were appropriate analytical tools included? Were they correct? Were your
recommendations specific? Did you show clearly how your recommendations could be
implemented? You need to be specific in all areas. Tell exactly when, how, where, and
why your recommendations are appropriate!
Delivery includes whether your case presentation was interesting, lively, special, upbeat,
and clear. Were your visual aids readable from the back of the class? Did you use color to
highlight points? Were your voice tone, eye contact, posture, and appearance good? Were
transparencies, handouts, slides, the blackboard, PowerPoint, or flip charts used to make
your oral presentation as interesting and informative as possible?
During each case presentation, the class will ask the presenting team questions, solicit
further explanation of any unclear parts of the presentation, point out any mistakes in the
analyses presented, comment on the feasibility and thoroughness of recommendations
given, and, perhaps, offer counter-recommendations with supporting analyses or
information. Helpful criticism, praise, and compliments should be given, as appropriate.
Everyone needs to attend class and to participate in these class discussions.
REQUIRED TOOLS OR EQUIPMENT:
SPECIFIC DIRECTIONS OR RECOMMENDATIONS:
If you have a documented disability that may affect your performance in this course,
please advise the instructor immediately so appropriate accommodations may be put in
place. Accommodations may be arranged through the Disability Services Coordinator in
room #104. Accommodations and assistive technology are available to students at no
additional cost, and should be accessed at the beginning of each semester.
COURSE TIMETABLE
Session #
1
2
3
4
5
Content/Learning Activity
Course Introduction and Chapter 1
Ben & Jerry’s, Ford, Green Mountain Coffee Roasters, Panera Bread, or Robin
Hood case; Alligator Records, Carly Fiorina, Ford, Panera, or Starbucks video
Chapter 14, McDonald’s or Samsung case; McDonald’s video
Chapter 2, Specialized Bicycle Components #1 video
Crown, Cork, & Seal, Pixar, or Schoolhouse Lane Estates Winery case
COURSE TIMETABLE
14
Chapter 3, Jet Blue Airline’s or Wal-Mart video
Atari, General Motors, Jet Blue Airline’s or Wal-Mart case
Chapter 4, Women Make Better Managers or Southwest Airlines video
Edward Marshall Boehm, Samsung, or Southwest Airlines case;
Atkinson Experiential Exercise
Chapter 5, Carly Fiorina video
Adolf Coors, Carly Fiorina, or Panera Bread case
Chapter 6, BP-Global Brand, Brinker International or Ford video
Ford, Jay’s Foods LLC, or Schoolhouse Lane Estates Winery case;
Synergy Game Experiential Exercise
Mid-Term Exam
15
16
17
18
19
20
21
22
Chapter 7, Coke in Japan, Nokia, or Yum! Brands, Inc. and KFC video
Chiquita, Go Global—Or No? Nokia, or Yum! Brands, Inc. and KFC case
Chapter 8; Napster, Toys R’ Us or eBay video
eBay, Yahoo!, or Toys R’ Us case
Chapter 9, A Day in the Life of Quality (Honda) video
Lincoln Electric, Southwest Airlines, or The Best-Laid Incentive Plans case
Chapter 10, Specialized Bicycle Components #2 video
Edward Marshall Boehm, Growing for Broke or Lincoln Electric case
23
Chapter 11, Carly Fiorina, Firestone Recall, Napster, Sherron Watkins, or
Starbucks video
Starbucks, American Red Cross (A, B), Robin Hood, or Procter & Gamble case
Chapter 12, Starbucks or WWE video
Johnson & Johnson, Nokia, Trouble in Paradise, or WWE case;
Chapter 13, Alligator Records, Dippin’ Dots, or Segway video
Dippin’ Dots, Fresh Direct, Go Global—Or No?, or Segway case:
Course Wrap-up/Review; Plastico or Synergy Game Experiential Exercise
Discussion
6
7
8
9
10
11
12
13
24
25
26
27
28
29
30
Course #: MGT230
Prepared by: _____William Strauss__________________Date: _January 15, 2008
Approved by
Department Chairperson: __________________________________Date: ____________
Approved by
Vice President of Academic Affairs: _________________________Date: ____________
The New Hampshire Community Technical College-Berlin does not discriminate on the
basis of race, color, national origin, sex, age, or handicap in admission or access to, or
treatment or employment in, its programs and activities. Any persons having inquiries
concerning New Hampshire Technical College’s compliance with the regulations
implementing Title VI of the Civil Rights Act of 1964, Title IX of the Education
Amendments of 1972, or Section 504 of the Rehabilitation Act of 1973, is directed to
contact Carol Ribner, 2020 Riverside Drive, Berlin, NH 03570. Carol Ribner has been
designated by New Hampshire Community Technical College to coordinate the
institution’s efforts to comply with the regulations implementing Title VI, Title IX, and
Section 504. Any person may also contact the Assistant Secretary for Civil Rights, U.S.
Department of Education, or the Director, U.S. Department of Education, Office of Civil
Rights, Region 1, 140 Federal Street, Boston, MA 02110.
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