UNIVERSITY OF MASSACHUSETTS Dartmouth
MGT 659 Strategic Management
Course Outline On Line Spring 2010
Course Prescription
Strategic Management is the process and practice of managerial decision making and implementation
that seeks to create and maintain competitive advantage. In essence it determines the long term
performance of a business and as such is the role of the senior executive members to refine but the
responsibility of all to roll out.
Included in the process is comprehensive environmental scanning, strategy formulation (strategic
planning), strategy implementation, and monitoring.
Students in this course will review how the strategic decision makers within an organisation first
identify, define and analyse commercial problems and then develop practical and ethical solutions.
It provides a practical guide for, and an initial experience in, strategy formulation and strategic
management.
Class time will be largely spent in lecture, discussion, case studies and experiential exercises.
Students will learn from the theoretical literature, instructor, case studies, videos, research
presentations, and from each other. The course materials explain and describe the different aspects,
challenges, and stages of strategic management simply and clearly.
Goals of the Course
To examine and understand the nature and role of strategy, strategic management and strategic
leadership within an organization.
Learning Outcomes
1.
2.
3.
4.
5.
To develop skills in strategic analysis, development and implementation.
To explore competing rationales relating to the nature and purpose of business.
To critically review the received wisdom on strategic management practice.
To review strategic decision-making practises in business.
To further develop the presentation skills required to effectively communicate strategic
recommendations to important stakeholders.
Competencies
1 The student will be introduced to:
a. Diagnostic tools for enhancing self-awareness of thinking styles.
b. The concepts of Strategy, Strategic Management and Strategic Leadership.
2. The student will understand:
a. Why and how business strategies are formulated and implemented.
b. The importance of Strategic Leadership to business success.
3.
a.
b.
c.
d.
The student will be able to:
Undertake an industry analysis.
Generate, select and refine strategic options
Develop strategic plans.
Present written and oral business reports.
Content Schedule
Teaching
Session/
week
1.
1/25
Subject
Readings/activities
Learning
Outcomes
preliminary
reading
1,3
Strategy:
Evolution
critically review:
a. Nickols “Strategy Definitions and Meanings”
b. Porter “What is Strategy?”
a. Introductions/expectations
b. Thinking Styles – individual exercise
c. Nature of Strategy
critically review:
a. O'Shannassy “Lessons from the Evolution of the Strategy
Paradigm”
b. Ghemawat “Competition and Business Strategy in
Historical Perspective”
a. Compare and contrast O’Shannassy and Ghemawat
b. Presentation Group formation
homework
critically review :
2,3
Introduction
homework
2.
2/1
1,3
2,3
2,3,4
Industry Analysis the fundamentals
3.
2/8
Strategic
Analysis
homework
4.
2/15
2,3,4
critically review:
Camillus “Linking Strategic Vision and Managerial Action”
Cohen and Cyert "Strategy; Formulation, Implementation
and Evaluation"
Group report/presentations
a. implementing strategy
b. Compare and contrast Camillus “Linking Strategic Vision
and Managerial Action” and Cohen and Cyert "Strategy;
Formulation, Implementation and Evaluation"
2,3,4
critically review:
a. Goleman “What Makes a Leader”
b. Kim and Mauborgne "Tipping point leadership"
Group report/presentations
Role of “leadership” in strategic management
1,2,3,4
critically review:
a. Keer and Werther “TheNext Frontier in Corporate
Governance: Engaging the Board in Strategy”
b. Ingley and Wu “The Board and Strategic Change”
Group report/presentations
a. Assignment 1: individual essay to be handed in
b. Corporate Governance role in strategy formulation
c. Role of Board of Directors and strategy formulation
1,2,3,4
homework
critically review:
Drucker “What Makes and Effective Executive”
Group report/presentations
SPRING BREAK
1,2,3,4,5
Top
Management
Team and
Strategy
homework
a. Top Management Teams and Strategy Formulation lecture
b. Role of Top Management Team and strategy formulation
- discussion
critically review:
1,2,3,4,5
Strategic
Formulation
Strategy:
implementation
homework
6.
3/1
Strategic
Leadership
homework
7.
3/8
8.
3/15
9.
3/22
2,3,4
critically review :
a. Kim and Mauborgne. “Blue Ocean Strategy”
b. Christensen and Donovan “The Process of Strategy
Development and Implementation”
Group report/presentations
a. Designed to win
b. Compare and contrats Kim and Mauborgne “Blue Ocean
Strategy” and Christensen and Donovan “The Process of
Strategy Development and Implementation”
homework
5.
2/22
Group report/presentations
Analysing the firm and business environment
Corporate
Governance and
Strategy
1,2,3,4,5
1,2,3,4,5
1,2,3,4,5
1,2,3,4,5
1,2,3,4
10.
3/29
Strategic
Management
Tools
homework
11.
4/5
13.
4/19
14
4/26
15.
5/3
16.
5/10
1,2,3,4,5
critically review:
a. Kaplan and Norton “Using the Balanced Scorecard as a
Strategic Management System”
b. Kaplan and Norton “Building a Strategy-Focused
Organization”
Group report/presentations
The Balanced Scorecard
1,2,3,4
critically review:
Hart. “Beyond Greening Strategies for a Sustainable World”
Group report/presentations
The green challenge to business strategies
1,2,3,4
1,2,3,4
Strategic
management
Case Studies
critically review:
a. Park and Burrows “What You Don't Know About Dell”
b. Arndt. “Up from the Scrap Heap”
c. Burrows “Cisco's Comeback”
Group report/presentations
a. Dell Strategic challenges
b. US Steel Strategic challenges
c. Cisco’s strategic challenges
critically review:
a. Crockett “Reinventing Motorola”
b. Ante “The New Blue”
c. Edwards, Ihlwan and Engardio “The Samsung Way”
Group report/presentations
a. Motorola Strategic challenges
b. IBM’s Strategic challenges
c. Samsungs strategic challenges
homework
Group
Presentations
Group report/presentations
a. Assignment 2 :Group report to be handed in
b. Assignment 3: Group presentations
1,2,3,4
1,2,3,4,5
Strategic
Management
Tools
homework
12.
4/12
a. Schoemaker “Scenario Planning: A tool for Strategic
Thinking”
b. “Scenarios: An explorers guide”
Group report/presentations
a. The purpose and value of Strategic Management tools
b. Scenario Planning
Future
directions for
Strategic
Management
homework
Strategic
management
Case Studies
homework
Test
1,2,3,4,5
1,2,3,4,5
1,2,3,4,5
1,2,3,4
1,2,3,4,5
1,2,3,4
Learning and Teaching
As a capstone course it is intended that teaching will integrate and draw on the core competencies of
student’s previous study at the university.
The course will commence by introducing students to the framework in which strategy is developed.
Students will then examine how strategy moves down into all the functions of business. This will be
achieved classroom discussion, individual assignments, the co-managing of a simulation company
and in class tests.
Teaching Staff:
Dr Garry Clayton - Course Coordinator
Office:
CCB 101
Phone:
508 999 8261
E-mail:
gclayton@umassd.edu
Office hours:
by appointment
Course readings
Recommended text:
1.
Well, D.L “Strategic Management for Senior Leaders: A handbook for Implementation”
http://unpan1.un.org/intradoc/groups/public/documents/ASPA/UNPAN002503.pdf
added>>>
Mintzberg, H “Crafting Strategy” at:
http://www.politikkampagnen.de/politikkampagnen/documents/pdf/mintzberg_craftingstrategy_lisowski.pdf
Articles:
Nickols,F. “Strategy Definitions and Meanings”
http://www.freewebs.com/dangdinhtramstrategy/006.pdf
1.
2.
Porter, M “What is Strategy?” Harvard Business Review Nov-Dec 1996
http://my.execpc.com/~jpurtell/HBR-WhatisStrategy.pdf
3.
O'Shannassy, T. “Lessons from the Evolution of the Strategy Paradigm” RMIT Working Paper
http://mams.rmit.edu.au/tw3vg2dqx5n.pdf
4.
Ghemawat,P “Competition and Business Strategy in Historical Perspective”, HBS Press, 1997
http://www.scribd.com/doc/8965078/P-Ghemawat-Competition-and-Business-Strategy-in-HistoricalPerspective-2002#
5.
Industry Analysis the fundamentals
http://www.blackwellpublishing.com/grant/5thEdition/pdfs/CSA5eC03.pdf
6.
Kim, W.C. and Mauborgne, R. “Blue Ocean Strategy” Harvard Business Review Oct 2004
http://www.courtenayhr.com/images/Blue%20Ocean%20Strategy.pdf
7.
Camillus,J. “Linking Strategic Vision and Managerial Action : A Framework and Techniques for
Strategy Implementation” 2002
http://www.forbesfunds.org/docs/CamillusFullReport_03.pdf
8.
Christensen, C.M. and Donovan. T “The Process of Strategy Development and
Implementation”
http://www.innosight.com/documents/The%20Processes%20of%20Strategy%20Development%20and
%20%20Implementation.pdf
9.
Cohen, K and Cyert, C. "Strategy; Formulation, Implementation and Evaluation" The Journal of
Business vol 46 no 3 Jul 1973 pp 349 367
http://www.fearp.usp.br/fava/pdf/CohenJournalofBusiness.pdf
10. Goleman,D “What Makes a Leader” in Harvard Business Review Jan 2004
http://urgenceleadership.lesaffaires.com/attachments/743_what-makes-leader_Goleman.pdf
11. Kim, W.C., Mauborgne, R. (2003), "Tipping point leadership", Harvard Business Review, Vol. 81
No.4, pp.60-9
http://www.odl.rutgers.edu/e-leadership/pdf/KimandMauborgne.pdf
12. Schoemaker, P.J.H “Scenario Planning: A tool for Strategic Thinking” Sloan Management
Review; Winter 1995
http://www.fearp.usp.br/fava/pdf/scenarioplanning.pdf
13. “Scenarios: An explorers guide”
http://wwwstatic.shell.com/static/public/downloads/brochures/corporate_pkg/scenarios/explorers_guide.pdf
14. Kaplan, R.S. and Norton, D.P. “Using the Balanced Scorecard as a Strategic Management
System” Harvard Business Review Jan-Feb 1996
http://portal.sfusd.edu/data/strategicplan/Harvard%20Business%20Review%20article%20BSC.pdf
15. Kaplan, R.S. and Norton, D.P. “Building a Strategy-Focused Organization”
http://www.iveybusinessjournal.com/view_article.asp?intArticle_ID=286
16. Keer, J.L. and Werther,W.B (2008) “TheNext Frontier in Corporate Governance: Engaging the
Board in Strategy”
http://www.sciencedirect.com/science?_ob=ArticleURL&_udi=B6W6S-4S4BDDV1&_user=1709118&_rdoc=1&_fmt=&_orig=search&_sort=d&_docanchor=&view=c&_searchStrId=997
339947&_rerunOrigin=google&_acct=C000054287&_version=1&_urlVersion=0&_userid=1709118&m
d5=22388ec9401fbde86bbc8f8567adc067
17. Ingley, C. and Wu,M. “The Board and Strategic Change: A Learning Organisation
Perspective” International Review of Business Research Papers
Vol.3 No.1. March 2007, Pp.125 -146
http://www.bizresearchpapers.com/Paper%2010.pdf
18
Drucker, P.F. “What Makes and Effective Executive” Harvard Business Review Jun 2004
http://www.grafitto.com/private/Harvard%20Business%20Review/Miscellaneous/Harvard%20Business
%20Review%20-%20Effective%20Executive.pdf
19. Hart, S.L. “Beyond Greening Strategies for a Sustainable World” Harvard Business Review JanFeb 1997
http://www.stuartlhart.com/Content/Selected%20Publications/use_this_folder/Beyond%20Greening%2
0PDF.pdf
Case Studies:
1.
Park, A. and Burrows, P. “What You Don't Know About Dell” in Businessweek 3 November 2003
http://www.businessweek.com/magazine/content/03_44/b3856001_mz001.htm
2.
Arndt,M. “Up from the Scrap Heap” in Businessweek 23 July 2003
http://www.businessweek.com/magazine/content/03_29/b3842072.htm
3.
Burrows, P. “Cisco's Comeback” in Businessweek 24 November 2003
http://www.businessweek.com/magazine/content/03_47/b3859008.htm
4.
Crockett,R.O. “Reinventing Motorola” in Businessweek 2 August 2004
http://www.businessweek.com/magazine/content/04_31/b3894122_mz063.htm
5.
Ante, S.E. “The New Blue” in Businessweek 17 March 2003
http://www.businessweek.com/magazine/content/03_11/b3824001_mz001.htm
6.
Edwards, C., Ihlwan,M. and Engardio,P. “The Samsung Way” in Businessweek 16 June 2003
http://www.businessweek.com/magazine/content/03_24/b3837001_mz001.htm
Assessment
Students will be required to complete ten reading logs worth 10% of the final grade (1% each), Take
part in the weekly on line discussion worth 10% , an individual assignment worth 25 % of the final
grade; a group report worth 20% of the final grade; participate in developing a ten minute group
presentation worth 10% based on the group report and take a take home test worth 25% of the final
grade.
Activity
Type
Learning Outcome
Reading logs
Discussion
Assignments:
1.
2.
3.
Test
Individual
Group
1,2,3,4,5
1,2,3,4,5
% course
mark
10%
10%
Individual ( 1500 word essay)
Group report
Group presentation
Individual 2 hours
1,2,3,5
1,2,3,4
1,2,3,4,5
1,2,3,4,5
25%
20%
10%
25%
Reading logs:
For at least ten of the weekly readings you are required to post a “log” on line. While there is no format
for the critically review the following questions will help guide you:
a.
b.
c.
d.
e.
f.
what is the objective of the author/s?
how does the author/s propose to achieve their objective?
what did the author/s actually do?
what do the author/s say they found out?
what do these key points mean to me?
what are the important cross references to other topics and readings in the course?
Assignments:
1.
2.
3.
In what ways are management practises improved in an organzation when strategic
thinking is one of its core competencies? due 8 March 2010
Co-write a business report that critically evaluates the strategic options for a designated
South Coast enterprise. due 3 May 2010
Co-present on the strategic direction best suited for the enterprise reported on for
assignment 2. due 3 May 2010
Test:
The test will be a take home, essay style open book expected to take 2 hours. due 10 May 2010
It will require students to demonstrate in integrated answers a mastery of the learning outcomes set.
Program and Course Advice
Students are required to critically examine the integrated practise of strategic management and
strategic leadership within the United States business environment. It is expected that they will both
know the practices of leading organizations and the significant contemporary business leaders of the
United States.