FAYETTEVILLE STATE UNIVERSITY
FAYETTEVILLE, NORTH CAROLINA
FACULTY SENATE
ACADEMIC AFFAIRS COMMITTEE
PROPOSAL PRESENTATION COVER SHEET
(Proposal from the School of Business and Economics)
I.
Proposal:
Development of online MGMT 470 (Strategic Management)
course.
______________________________________________________________________
II. Purpose:
The proposed Online Strategic Management Course will
capitalize upon the growing demand of community college students
throughout North Carolina to complete their B.S. degree in General
Business Administration through distance learning education. The
enhanced access to educational opportunities will provide significant
room for growth in enrollment at Fayetteville State University.
III. Rationale: The
proposed
course
complements
the
existing
Strategic Management Course that is currently offered every semester.
This course will provide a flexible option for students to complete
this course requirement for the General Business Administration
degree.
IV. To be presented to: (in succession to each of the following)
Departmental
Curriculum
Committee,
Departmental
faculty,
SBE
Curriculum Committee, SBE Dean, Faculty Senate Academic Affairs
Committee, Faculty Senate, Vice Chancellor for Academic Affairs,
Chancellor
V. Submitted by: Don.
A.
Okhomina,
PhD,
Assistant
Department
of
Management,
School
of
Business
and
(dtruong@uncfsu.edu)
Professor,
Economics
Actions taken on proposal, entitled Notification of intent to propose
an online undergraduate course called MGMT 335 Operations Management.
Departmental Curriculum Committee:
Action: (indicate vote) _______________________________________________
Signature: ______________________________________ date: ______________
Chair, Departmental Curriculum Committee
Department:
Action: (indicate vote) _______________________________________________
Signature: ______________________________________ date: ______________
Departmental Chair
SBE Curriculum Committee:
Action: (indicate vote) _______________________________________________
Signature: ______________________________________ date: ______________
Chair, SBE Academic Affairs Committee
School of Business and Economics:
Action: (indicate vote) _______________________________________________
Signature: ______________________________________ date: ______________
Dean, School of Business and Economics
Teacher Education Committee: (for teacher education programs):
Action: (indicate vote) _______________________________________________
Signature: ______________________________________ date: ______________
Chair, Teacher Education Committee
Faculty Senate Academic Affairs Committee:
Action: (indicate vote) _______________________________________________
Signature: ______________________________________ date: ______________
Chair, Academic Affairs Committee
Faculty Senate:
Action: (indicate vote) _______________________________________________
Signature: ______________________________________ date: ______________
Chair, Faculty Senate
Vice Chancellor for Academic Affairs:
Action: (indicate vote) _______________________________________________
Signature: ______________________________________ date: ______________
Vice Chancellor for Academic Affairs
Chancellor:
Action: _______________________________________________________________
Signature: ______________________________________ date: ______________
FAYETTEVILLE STATE UNIVERSITY
STRATEGIC MANAGEMENT: MGMT 470
ONLINE INSTRUCTION
SEMESTER: SPRING 2008
I.
COURSE INFORMATION
Course Number: MGMT 470
Hours:
3
Instructor:
Dr. Don. A. Okhomina
Office
910-672-2148
Office Hours:
ONLINE, TBA
Telephone:
910-224-3110 (Cell) when authorized
E-Mail:
dokhomina@uncfsu.edu or dokhomina@yahoo.com\
Course Web Page: http://blackboard.uncfsu.edu
FSU Policy on Electronic Mail: Fayetteville State University provides to each student,
free of charge, an electronic mail account (username@uncfsu.edu) that is easily accessible via
the Internet. The university has established FSU email as the primary mode of correspondence
between university officials and enrolled students.
Inquiries and requests from students
pertaining to academic records, grades, bills, financial aid, and other matters of a confidential
nature must be submitted via FSU email. Inquiries or requests from personal email accounts are
not assured a response. The university maintains open-use computer laboratories throughout the
campus that can be used to access electronic mail.
Rules and regulations governing the use of FSU email may be found at
http://www.uncfsu.edu/PDFs/EmailPolicyFinal.pdf
II. COURSE DESCRIPTION
Unlike other business courses that concentrate narrowly on a particular function or piece of the
business – accounting, finance, marketing, human resources, etc – 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 the
company operates the long-term direction and strategy, the company’s resources and competitive
capabilities, and its prospects for success. In this capstone course students will:
 Utilize the theoretical and practical knowledge acquired in previous undergraduate and
graduate levels business administration courses,
 Analyze the external environment and conduct an industry analysis to understand the
competitive forces affecting a company and how to gain a competitive advantage
 Evaluate company resources and capabilities and determine what is required to build the
resources necessary to support the company long-term direction
 Calculate financial ratios, interpret financial statements, and use this information in
strategic decision making.
 Understand strategies for competing in global markets and in the Internet Era
 Appreciate the difficulties involved in executing business strategies and how leadership
and culture play a key role in execution. In addition students should improve their skills
in: Crafting a business strategy by reasoning carefully about strategic options.




III.
Using managerial judgment to assess business risk and to make sound business decisions
Analyzing case studies and making recommendations.
Conducting research on the internet
Demonstrating effective written and oral communication skills
Disabled Student Services: In accordance with Section 504 of the 1973 Rehabilitation Act and
the Americans with Disabilities Act (ACA) of 1990, if you have a disability or think you have a
disability to please contact the Center for Personal Development in the Spaulding Building,
Room 155 (1st Floor); 910-672-1203.
IV. TEXTBOOK
Required textbook:
Hill, C., & Jones, G. (2007). Strategic Management: An Integrated Approach (7th edition), ISBN
10: 618-64162-9 Boston: Houghton Mifflin.
Subscription to Business Week is optional
V. STUDENT LEARNING OUTCOMES
1.
Upon completion of this course, students will be able to demonstrate basic knowledge and
analytical competence in writing company case study (the big project).
2.
Demonstrate an awareness of the literature of business policy/strategic management and
how it applies to contemporary organizations
3.
Demonstrate basic writing communication skills
4.
Demonstrate management professionalism in punctuality, attitude, and team work
VI. COURSE REQUIREMENT AND EVALUATION CRITERIA
A = earned at least 90% of the points and passed all objectives
B = earned at least 80% of the points and passed all objectives
C = earned at least 70% of the points and passed four objectives
D = earned at least 60% of the points and passed two objectives
F = earned less than 60% of the points and did not all objectives
Grading System
Points
Objective 1:
Demonstrate basic knowledge and analytical competence in writing
a company case study (Team)
20
Individual Cases (2)
20
Team Cases (2)
20
Objective 2
Exam/Quizzes/Assignments
30
Objective 3
Demonstrate professionalism (punctuality,
Online discussion/participation, attitude)
Total Points
10
100
TEACHING STRATEGIES
Online Discussion:
This is a web based course that involves a combination of lectures, case studies, and applications
via Online. Therefore, for students to benefit they are required to attend to the Online Discussion
Sessions, lecture notes, and assignments. Students are required to read all assignments for the
course in advance and take an active part in the online discussions. Case analysis and discussion
are integral parts of the instruction. Completed case analysis and answers to the assigned
questions are to be posted in the Online drop box as when due. No late work will be accepted.
Virtual Team Case Studies
Course members will be part of a virtual team that is responsible for two case studies and the
company paper. The team is expected to turn in a typed report for the two cases assigned. The
report is composed of answers to specific questions in assignment for the case study. The reports
should be typed, double spaced, and are due the date listed on the course schedule. The team can
divide the work the way the team deems most effective. Team members will be asked to
evaluate each other’s contribution to the team toward the end of the semester.
Individual Case Analysis
Two case assignments are to be prepared on an individual basis. It is expected that the content of
your written case analysis will reflect your thoughts and not the work of others. (See policy on
plagiarism). Be sure to proofread your cases carefully because
Each case will be evaluated using the following criteria:
Content
50%
Correct use of analytical tools
25%
Writing Styles
15%
Organization
10%
Strategic Management Project
The team is to select a project early in the semester to develop into company case study. Each
team will turn in a written case study of their company.
You will remain in the team throughout the semester; if personality or individual differences
create problems, team members will have to work them out among themselves. If a team
member does not participate, the team can fire the member. To fire a member, the group must
give the instructor a written memo signed by all the remaining team members, stating the reasons
why the individual is being fired.
This activity is a team paper, NOT a collection of individual papers combined to form one big
paper. Team members are responsible for contributing to, reading, editing, checking citations,
and proofreading the entire paper, not just a portion of it. If portions of the group paper contain
plagiarized sources or material, the entire group will receive a grade of “F” for the course.
Team members will evaluate each other to determine what percent of the team grade individual
members will receive. If a team member participated fully, then that person should receive
100% of the team grade. Team members who did not participate fully will receive a lower
percentage of the team grade. For example, if the team receives a grade of 90, and a team
member receives a peer evaluation of 80%, then the person’s team grade will be a 72 (90 * .80 =
72).
The company paper will be evaluated using the following criteria:
Content
Correct use of analytical tools
Writing Styles
Organization
Documentation
40%
25%
15%
10%
10
Student Behavior Expectations: -The instructor will respect all students and will make every
effort to maintain a virtual classroom climate that promotes learning for all students. Students
must accept their responsibility for maintaining a positive virtual classroom environment by
abiding by the following rules:
1. Students are expected to participate in online discussion on timely manner.
2. Student/teacher relationships, as well as relationships among peers, must be respectful at all
times.
3. Students must refrain from any activity that will disrupt the virtual classroom
Consequences for Failing to Meet Behavioral Expectations: The first time a student violates
one of these rules, the instructor will warn him or her privately, either after class or before the
next class. (Faculty members reserve the right to warn students publicly if needed.) The second
time a student violates any of these guidelines; the instructor may deduct as many as ten points
from the student’s professionalism grade.
COURSE POLICIES
Assignments will not be accepted without a cover page (which will result in a deduction for that
assignment). The cover page should identify the assignment, student=s name, date, and
course number.
Missed assignments, and examinations cannot be made up (unless previous arrangements have
been made with the instructor).
A Technical malfunction or a disk does not work is not an acceptable excuse for not having
assignment turned in promptly.
Academic Dishonesty
Plagiarism and cheating are serious offenses and may be punished by failure on exam; failure in
course; and/or expulsion from the University. Plagiarism is a serious academic and business
(legal) offense. Plagiarism is considered theft of intellectual property. All students enrolled in
FSU classes at all levels are responsible for knowing what constitutes plagiarism. Whether by
design or by accident, plagiarized content is unacceptable. There are no explanatory
Plagiarism occurs when

students submit work that directly quotes or paraphrases the work of another, without specific
citation of the passages crediting the creator of the work

students combine the works of another with their own original effort, including comments on
those passages, without specific citation of the passages crediting the creator of the work
students include a list of references at the end of an assignment but do not indicate which words
or passages specifically (by use of quotation marks) are from those sources and which words or
passages are original work

Ethical
Global
Political
Social
Technological
Demographic Diversity
Written Communications
V. COURSE COMPETENCIES
Ethical values are covered in two modalities, (1) Students’ Team Case
analyses and write-ups. (2) As part of Corporate Performance, Governance,
and Business Ethics lecture in Chapter 11.
The Global component are covered in two modalities, (1) Students’ Team and
individual Case analyses and write-ups. (2) as part of and International
Environments. The globalization of production and markets, increasing
profitability and profit growth through global expansion, and realizing
location economics, among other global topics are covered in Chapter 8)
Political dimension as part of the external environment are covered in two
modalities: (1) Students’ Team and individual Case analyses and write-ups.
(2) The political force is a sub set of the macro environment, which is covered
exhaustively in analyzing the outcomes of changes in laws and business
regulation, political and legal development within society and their effects on
managers and companies in Chapter 2.
The majority of this course relates to social skills, individual behavior in the
workplace, teams and organizations. Chapters 2-13 all include social skills.
The course involves team work and group activities that give students
opportunities to practice and analyze social skills. (95% of the class time.)
This course includes a lecture on using technology (intranet, groupware,
Internet) to communicate within organizations and in virtual teams. The use
of e-mail in organizations is part of a class discussion. (5% of class time)
Differences in cultures and values, e.g., power distance, individualism vs
collectivism, across countries are covered in chapter 2 as a lecture. Cases
and Journal articles that center on motivational differences between countries
are used as class activities including discussion. (5% of class time)
Students write six cases, three written examinations, eight article analysis,
comprehensive case study on a specific company 70% of the students’ grades
VI.
Week #
date
COURSE OUTLINE WITH ASSIGNMENT SCHEDULE
Topic
Readings and
Assignments Due
Introduction to Course: Analyzing and Writing of Case Study.
Identify Company for Analysis
Chapter 1 - Introduction to Strategic Management
1
1. Explain the concept of strategy.
2. Specify the relationships between superior performance, profitability,
competitive advantage, and sustainable competitive advantage.
3. Identify the roles and responsibilities of strategic managers at different
levels within the organization.
4. Outline the main components of the strategic management process covered
in subsequent chapters and show how they fit together.
5. Contrast the rational, deterministic view of strategy with alternate views,
which describe strategy as an emergent process.
6. Explain why formal strategic planning may not always lead to success, and
identify ways of avoiding some of the common pitfalls associated with
strategic planning.
7. Identify the attributes associated with superior strategic leadership.
8. Describe some of the barriers to effective strategic decision making and
the techniques for improving decision making.
Chapter 1
Teams formation:
Project Module 1,
p.36 (Hill/Jones)
Chapter 2 - External Analysis: The Identification of Opportunities and Threats
Understand the importance of understanding the forces that shape competition in a
company's external environment.
2
1. Illustrate how change in the external environment gives rise to strategic
opportunities and threats.
2. Discuss the strategic importance of each of Porter's five forces, including
potential new entrants, degree of rivalry, the power of buyers and
suppliers, and the threat of substitutes.
3. Understand the emergence of sixth competitive force-complementors.
4. Describe the concepts of strategic groups and mobility barriers,
highlighting their competitive implications.
5. Discuss the industry life cycle, including the different stages of industry
evolution, and review the competitive implications of each stage, paying
particular attention to how rivalry and barriers to entry change as an
industry evolves.
6. Discuss the limitations of the five forces, strategic group, and industry life
cycle models.
7. Discuss the different forces in the wider macro environment that give rise
to strategic opportunities and threats.
8. Identify the forces that have resulted in the globalization of production and
markets, and identify the competitive implications of globalization.
9. Highlight the link between national context and competitive advantage.
Project Module 2,
p.72 (Hill/Jones)
Chapter 3 - Internal Analysis: Distinctive Competencies, Competitive Advantage,
and Profitability
3
1. Examine the internal causes of competitive success and failure.
2. Show how effective strategies create distinctive competencies, including
resources and capabilities, which then aid a firm in achieving competitive
advantage.
3. Describe the process of value creation, using the concepts of pricing,
demand, costs, and differentiation.
4. Familiarize yourself with the concept of the value chain, and show how the
different value creation activities of a company fit together.
5. Explain how distinctive competencies lead to superior efficiency, quality,
innovation, and responsiveness to customers, which in turn allow a
company to differentiate its products and lower its costs.
6. Describe how competitive advantage leads to higher profitability, using
financial measures.
7. Identify the factors that influence the durability of a company's
competitive advantage, including the height of barriers to imitation, the
capability of competitors, and industry dynamism.
8. Explain the role played by organizational inertia, past strategic
commitments, and the Icarus paradox in the failure of many formerly
successful companies.
9. Discuss the steps that companies can take to avoid failure and sustain a
competitive advantage.
Chapter 4 - Building Competitive Advantage Through Functional-Level Strategy
4
1. Identify the different steps that can be taken at the functional level to
improve a company's efficiency.
2. Identify the different steps that can be taken at the functional level to
improve the quality of the company's product.
3. Identify the different steps that can be taken at the functional level to
improve a company's ability to innovate.
4. Identify the different steps that can be taken at the functional level to
improve a company's responsiveness to its customers.
Module 3, p.107
(Hill/Jones)
Group Case 1
Cases # 6: The
Comeback of
Caterpillar
Exam 1
Chapters 1-4
Module 4, p.147
(Hill/Jones)
Chapter 5 - Building Competitive Advantage Through Business-Level Strategy
Familiarize yourself with the main ways to compete in a business or industry.
5
6
Individual Case #1
Case 12: Staples
Module 5, p.185
(Hill/Jones)
1. Discuss Porter's generic strategies of cost leadership, differentiation, and
focus-and the opposite, being stuck in the middle-as well as the combined
cost leadership/differentiation strategy.
2. Familiarize yourself with the advantages and disadvantages of these
strategies, and discuss the ways in which the company can achieve these
strategies
Chapter 6 - Business-Level Strategy and the Industry Environment
Module 6, p.226
Familiarize yourself with the different kinds of competitive problems that exist in
different industry environments.
, p.227
1. Discuss the problems of developing a competitive advantage in a
fragmented industry and the solutions to such problems.
2. Discuss the problems of maintaining a first-mover advantage in embryonic
and growth industries.
3. Examine the main kinds of competitive strategies that firms use to manage
competitive industry relations in mature industries.
4. Familiarize yourself with the main strategies for handling a declining
industry environment.
Chapter 7 - Strategy in High-Technology Industries
Module 7, p.261
(Hill/Jones)
Recognize the important role of technical standards in creating success in hightech industries.
7
1. Know the ways in which technical standards can emerge.
2. Examine the concepts of network effects, positive feedback loops, and
customer switching costs.
3. Know a variety of strategies for winning a format war.
4. Be aware of the cost structure of high-technology industries and its impact
on strategy.
5. Recognize the importance of intellectual property rights for high-tech
firms, and understand the methods by which firms protect those rights.
6. Examine the advantages and disadvantages of being a first mover or a
follower in a high-tech industry.
7. Understand the cycle of development of new technologies that underlies
technological paradigm shifts.
8. Examine strategies that can be used by first movers and existing firms to
manage during a time of technological paradigm shift.
Chapter 8 - Strategy in the Global Environment
8
1. Familiarize yourself with the importance of global competition and global
competitors.
2. Describe the benefits that global firms enjoy and also the costs they must
bear.
3. Discuss the pressures for cost reductions and local responsiveness that face
global companies.
4. Discuss the pros and cons of four different strategies for competing in the
global marketplace: a global standardization strategy, a localization
strategy, a transnational strategy, and an international strategy.
5. Understand how global companies make decisions about which markets to
enter, when to enter, and on what scale to enter.
6. Discuss the advantages and disadvantages of various modes of entry into
foreign markets.
7. Identify the factors that determine which way of entering a foreign market
is best for a particular company.
8. Review the benefits and potential pitfalls of building global strategic
alliances with competitors, and discuss ways of improving the probability
of success for global strategic alliances.
: (Hill/Jones)
Module 8,
p.302(Hill/Jones)
Chapter 9 - Corporate-Level Strategy: Horizontal Integration, Vertical Integration,
and Strategic Outsourcing
1.
9
Familiarize yourself with the range of corporate-level strategies open to a company.
2. Illustrate how horizontal integration can create value for a company and
show the bureaucratic limits to the profitable pursuit of horizontal
integration.
3. Illustrate how vertical integration can create value for a company and show
the bureaucratic limits to the profitable pursuit of vertical integration.
4. Show how strategic alliances can be used instead of horizontal and vertical
integration, and describe the limitations of alliances.
5. Show how strategic outsourcing can be used instead of horizontal and
vertical integration, and describe the limitations of outsourcing.
Chapter 10 - Corporate-Level Strategy: Formulating and Implementing Related
and Unrelated
1
Module 9, p.333
(Hill/Jones)
1. Study the concepts related to diversification, including the reasons why
firms pursue diversification.
2. Describe related and unrelated diversification and the benefits and
problems associated with each.
3. Summarize the limits of diversification with a focus on bureaucratic costs,
and show how diversification can lead to value dissipation rather than
value creation.
4. Describe benefits, challenges, and implementation guidelines for the
corporate-level strategy of internal new ventures.
5. Describe benefits, challenges, and implementation guidelines for the
corporate-level strategy of acquisitions.
6. Describe benefits, challenges, and implementation guidelines for the
corporate-level strategy of joint ventures.
7. Discuss the reasons why firms restructure.
Exam 2: Chapters 510
Module 10, p.371
(Hill/Jones)
Chapter 11 - Corporate Performance, Governance, and Business Ethics
1
1. Identify important stakeholder groups, show how they contribute to and
benefit from the firm, and describe how stakeholders affect corporate
profitability.
2. Familiarize yourself with agency theory, and use it to explain why a
misalignment of interests exists at every level of the organization.
3. Present information about various corporate governance mechanisms.
4. Define and describe business ethics, and show how managers can improve
a firm's ethical performance.
Chapter 12 - Implementing Strategy in Companies That Compete in a Single
Industry
1
1. Understand the main elements of strategy implementation-structure,
control systems, and culture-and their relationships to each other.
2. Demonstrate how structure, control, and culture can build distinctive
competencies at the functional level.
3. Describe the use of structure, control, and culture in implementing a
single-business firm's generic business strategy.
4. Discuss the use of restructuring and reengineering in improving the
performance of a single-business firm.
Module 11, p.407
(Hill/Jones)
Individual Case:
Tyco International
Leadership Crisis
(provided by
Instructor)
Group Case 2
Case #31: GEs
Two Decade
Transformation
(Hill/Jones)
Module 12, p.449
(Hill/Jones)
Chapter 13 - Implementing Strategy in Companies That Compete Across
Industries and Countries
1
1. Explain the multidivisional structure, and its costs and benefits.
2. Describe the four global strategies and describe how firms choose the
correct global strategy.
3. Define the relationship between global strategy and organizational
structure.
4. Describe three entry modes for firms wishing to enter a new industry, and
show how those entry modes can be implemented effectively.
5. Explain the impact that information technology has had on strategy
implementation.
Exam 3
Nov. 16
Module 13, p.484
(Hill/Jones)
Draft copy
Strategic Management Project
1
Strategic Management Project
1
VII.
Group presentation o
project
Submission of final
copy of case study
project
BIBLIOGRAPHY
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