George Herbert Walker
School of Business & Technology
Graduate Course Syllabus
COURSE:
Location:
MNGT 5650 MANAGEMENT AND STRATEGY
Leiden
Term: Spring 1, 2014
Day(s): Monday (+1xWednesday)
Time: 1800-2200 hours
The instructors:
Name:
Dr. Stephen Foster
Availability
Email:
SteveFFosterPhD@cs.com
About the instructor
Dr. Foster received his Ph.D. at the Training Research Laboratory of the University of Illinois.
His experiences include work in contract, credit and marketing management in steel and
electronics industries in the USA; and faculty member of Universities in Canada, Ireland,
Germany and the Netherlands. He has offered classes and workshops in many parts of the
world, and has (co)-authored more than 200 academic papers, chapters & books, which have
appeared in English, French, German, Dutch & Chinese. He has taught psychology and
management at Webster for over 15 years and is currently Professor of Organizational Behavior
at MSM--The Maastricht School of Management, and a Management Development Consultant in
private practice.
Name:
Mr. Arie H. De Boer
Email:
deboerah@planet.nl
About the instructor
Mr. Arie de Boer: Educated originally as a Mechanical Engineer, Mr. de Boer worked with Int.
Shipping Comp. in Hong Kong, E. Asia and South Africa. Later joined BP Oil Europe, holding
various management positions in Supply, Trading, Sales and Marketing in Holland, Turkey and
Belgium. For over 10 years now he has operated his own Marketing and Management
Consultancy (M&MCS) working both independently and with others, such as Cranfield
University and MCE. Clients include leading international and Dutch firms as well as NGO’s,
projects include strategy development, strategic market planning and others.
Guest Speaker
To be confirmed: Mr. Marcel deLijster, MBA, Rabobank Manager
THE COURSE
Course Definition (source: Webster University Graduate Catalogue)
Strategic management refers to long-term managerial decisions and actions that shape the
organization’s pursuit of competitive advantage. This course introduces the concepts and
processes underlying environmental scanning, and strategy formulation, implementation, and
control; students then apply this knowledge in case analysis. The course also addresses the
roles of leadership and coordination in successful strategizing.
Prerequisite
Advanced status in graduate business and/or management is strongly suggested for this
‘capstone’ course. Ideally, this is the final course taken in the degree program.
Course Content
Theory, research and practice about strategy development analysis and application in managing
organizations, profit and non-profit.
Incoming Competency
This is an integrative capstone course in the MA in Management programs, Graduate students in
other programs may be admitted to this course by consent of instructors. Webster MAManagement and MBA alumni may audit this course as a brush-up on contemporary strategic
issues.
Learning Outcomes
After completing this course, students will be able to:
1. Explain the whole and parts of the Strategic Management process.
2. Describe the roles which the general manager and middle managers play within the
hierarchy of strategies.
3. Use SWOT Analysis to analyze the situation of a firm and its industry.
4. Illustrate the relationship between a firm’s value chain configuration and competitive
advantage.
5. Explain the different forms of strategy, such as generic, directional, diversification and
international.
6. Identify the nature of and triggers of strategic change.
7. Apply ethics and leadership principles to strategizing.
8. Case Analysis
o Apply the knowledge of the previous objectives in conducting case analyses of
firms and industries.
o Develop analysis recommendations and defend them in both oral and written
formats.
General Skills - where applicable all Webster courses will address:

Writing skills.

Presentation skills.

Team working skills.

Multicultural skills.
Note: Webster has adopted the APA style for citations in all papers and in all departments.
All students are encouraged to be consistent with this in their writing.
Materials (Required Textbook)
Gerry Johnson, Kevan Scholes & Richard Whittington
Exploring Corporate Strategy: Text & Cases – 9th edition.
Publisher: Prentice Hall , LATEST EDITION!
Required Material
Handouts, cases and readings in textbook and handed out in class
Recommended Reading Material
Current management journals and newspapers (eg Business Week, Financial Times, WSJ-e,
etc.);
See also the website associated with the text: www.pearsoned.co.uk.ecs; & management sites.
GRADING
Letter Grades:
Instructor’s guidelines for
percentage equivalent of the
letter grade:
Letter grades mean that in the opinion
of the instructor the work was:
A (4.0), A- (3.67)
A (90-100), A- (85-89)
Superior work
B+ (3.33), B (3.0), B-(2.67)
B+ (80-84), B (75-79), B-(70-74)
Satisfactory work
C (2.0)
C (65-69)
Barely adequate as graduate-level work
F (0.0)
F (0-64)
Unsatisfactory. No credit granted.
Other Designations:
Satisfactory graduate work (B- or better). CR is reserved for courses designated by a
CR
department, involving internships, a thesis, practicum or specified courses.
I
Incomplete work
IP
In Progress
NR
Not Reported.
W
The student withdrew from the course
An incomplete which was not completed within one year of the end of the course. ZF is
treated the same as F or NC for all cases involving GPA, academic warning, probation, and
ZF
dismissal.
ASSESSMENT: the Instructor will evaluate students’ work as follows:
Description:
Presentations & active class participation
Homework / Quizzes /
Mid-term exam
Final Paper
Percentage:
20%
20%
30%
30%
Date due:
February 10
February 25
Students and Instructors will be asked to evaluate the course in a form to be handed out during
week 7 of the term.
Study load: Students are expected to spend approximately 17 hours per week (21 hours including class time)
on this course. IF you spend less time studying, you run the risk of missing the deeper understandings of
corporate strategy required to master this course.
Assessment Tool
Learning Specifics
Learning Outcome 1
Learning Outcome 2
Learning Outcome 3
Learning Outcome 4
Learning Outcome 5
Learning Outcome 6
Learning Outcome 7
Learning Outcome 8
General Skills
Presentation skills
Writing skills
Team work skills
Cross-cultural skills
(++ = key tool; + = secondary tool)
Active
participation &
Presentations
25 %
Homework
25 %
Mid-Term
Examination
25 %
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
++
Final paper &
presentation
25 %
++
++
++
+
Activities
Case studies, Project groups, Videos, Group activities, Internet searches, Student
presentations, Mid-term exam and/or paper, Final Exam.
+
ACADEMIC POLICIES
University policies are provided in the current course catalog and course schedules. They are also available on the university
website. This course is governed by the University’s published policies. Please use the following link to see a complete overview
of Webster Leiden’s Policies and Procedures: http://www.webster.nl/students/policies/academic‐policies
Academic Honesty: The University is committed to high standards of academic honesty. Students will be held responsible for
violations of these standards. Please refer to the university’s academic honesty policies for a definition of academic dishonesty
and potential disciplinary actions associated with it.
Drop / Withdraw: Please be aware that, should you choose to drop or withdraw from a course; the date on which you notify
the University of your decision will determine the amount of tuition refund you receive. Please refer to the university policies
on drops and withdrawals (published elsewhere) to find out what the deadlines are for dropping a course with a full refund and
for withdrawing from a course with a partial refund.
Special Services: If you have registered as a student with a documented disability and are entitled to classroom or testing
accommodations, please inform the Instructor at the beginning of the course of the accommodations you will require in this
class so that these can be provided.
Disturbances: Since every student is entitled to full participation in class without interruption, disruption of class by
inconsiderate behavior is not acceptable. Students are expected to treat the instructor and other students with dignity and
respect, especially in cases where a diversity of opinion arises. Students who engage in disruptive behavior are subject to
disciplinary action, including removal from the course.
Student Papers Retained: Student assignments and/or projects will be retained by the University for the purpose of academic
assessment.
Contact Hours: It is essential that all classes meet for the full instructional time as scheduled and that is:
43 contact hours for undergraduate semester classes (includes 8 hours project work); 32 contact hours for undergraduate term
classes; 36 contact hours for graduate level classes.
A class cannot be shortened in length. If a class session is cancelled for any reason, it must be rescheduled.
Study Load per course: 8-week classes - students are expected to spend approximately 17 hours per week (21 hours including
class time). 16-week classes - the average study load per week is 7.5 hours ( 10 hours including class time).
Attendance, Participation, Assignments: Students are required to attend all classes and participate actively.
Grading will partly reflect this. Class participation accounts for roughly 20% of the total grade. All classes include assignments
(such as presentations or papers). Students must report to the instructor all assistance they received and all sources they used
in carrying out their assignments. Otherwise they will fail the course and may also face other penalties.
Auditors: are expected to attend all classes and actively participate in all aspects of the course, including mid-term and
final exams, and will be provided with a Certificate of Achievement.
First Class: The first session of a course is very important and cannot be missed. Therefore, in accordance with student
guidelines on attendance, the instructor can request that students missing the first class without valid reason, and without
having obtained permission beforehand, be dropped from the course.
For this course, the instructor has requested that this rule is enforced.
Partial Absence: At the discretion of the Instructor, grading can be reduced for students who regularly arrive late for
class and/or leave class early.
Exam Dates Students must receive permission from the Academic Director in order to take either mid-term or final exams
on a date other than that set by the Instructor.
Exam Office Policy (for graduate students): The University applies strict deadline regulations. Deadlines are set by the
instructor and are listed (date and time) in the course syllabus. All written assignments weighted 20% or more must be
submitted not to the instructor but to examoffice@webster.nl. Assignments received after the deadline will be subject to a
penalty: if received after the deadline but within 24 hours, the penalty is at the discretion of the instructor; if the deadline is
missed by more than 24 but less than 48 hrs, we recommend that instructors downgrade the assignment by one letter grade. If
the paper is later than 48 hrs, the Exam Office does not accept the paper and defers to the appropriate Head of Department
who may issue a C or an F depending on the weighting. Faculty may, under documented circumstances and with the
consent of the academic director, accept late work to be graded. If students cannot meet the deadline for valid reasons
(beyond the student’s control, such as illness or other extenuating circumstances), the student must submit a Request for
Extended Deadline form which can be downloaded from the student section on the website. Based on the reason and evidence
given, the instructor is alerted and decides, in consultation with both the advisor and Head of Department, on a new deadline.
Normally extensions are approved for a maximum of two weeks.
Exams: Students must seek permission from the Academic Director in order to take either mid-term or final exams on a date
other than that set by the Instructor.
Incomplete Work Incompletes (grades of "I") will only be allowed if agreed with the instructor and officially documented
with an Agreement to Complete form (available from your advisor). If no such agreement has been documented, incomplete
grades will automatically revert to F two weeks after the end of term.
Instructors are actively encouraged not to accept students' work after the end of term. If a student's work has been delayed by
causes beyond his/her control, an agreement to complete will normally be for a period of two weeks. Further extensions
require the approval of the academic director; graduate-level integrated studies (coded 6000) will be exempt from this rule. It
is the student's responsibility to complete the course within the specified time.
Plagiarism is using another person’s words or ideas without telling the reader. This applies not only to books and articles,
but also to sources from the internet, or copying work from your fellow students. Those who are discovered cheating or
plagiarizing will normally receive a failing grade for the entire course and may even be subject to dismissal. Please don’t fall
into this trap. Use in-text citations and include a bibliography in all your papers. (For more information, use the link to Policies
and Procedures above). Please respect your sources, your audience and yourself.
Note: WIKIPEDIA is NOT a source for academic referencing and can only be used in conjunction with other source referencing.
WEEKLY SCHEDULE
Homework, subjects to be dealt with in the lesson, assignments, presentations, and examinations
Study load: Students are expected to spend approximately 17 hours per week (21 hours including
class time) on this course – see note above pointing to benefits and risks of honoring/ignoring this!
Public holidays in Spring 2014:
 Friday, April 18, 2014 (Good Friday)
 Monday , April 21, 2014 (Easter Monday)
Monday, January 13
Introducing Strategy SF/AdB
Prepare for
this session
Read textbook Chapter 1 – bring to class your questions about strategy.
Date:
Lesson 2
Prepare for
this session
Date:
Lesson 3
Prepare for
this session
Date:
Lesson 4
Prepare for
this session
Date:
Lesson 5
Prepare for
this session
Date:
Lesson 6
Prepare for
this session
Date:
Lesson 7
Prepare for
this session
Time:
18:00 – 22:00
Date:
Lesson 1
18:00 – 22:00
Monday, January 20
Time:
The environment and Strategic capability SF/AdB
Read chapter 2 and 3
Analyze the case on W. European Brewing Industry p. 79-81.
18:00 – 22:00
Monday, January 27
Time:
Strategic Purpose and Culture and Strategy SF/AdB
Read chapter 4 and 5 and commentary on part 1 Strategic position
Analyze the case Cultural turnaround at Club Med. Pp 187-189.
18:00 – 22:00
Monday, February 3
Time:
Business-level strategy, Corporate – level strategy, International strategy SF
Read chapter 6, 7 and 8
Analyze the case Lenovo Computers: East meets West Pp 291-293
18:00 – 22:00
Monday, February 10
Time:
Mid-term examination – SF
Review chapters 1 – 8, bring to class questions you have.
18:00 – 22:00
Monday, February 17
Time:
Innovation and Entrepreneurship, Mergers, Acquisitions & Alliances SF/AdB
Read chapter 9, 10 and Commentary on Part II The Strategic choice
Analyze case: Skype: innovator & entrepreneurs 322-324 (Who owns Skype today?
How has eBay grown organically & by acquisitions?) try to find out about these!
Time: 18:00 – 22:00
Wednesday, February 19, 2014
Evaluating strategies & Strategy Development Processes AdB
Read chapter 11 and 12 ALL Papers (except final paper) are due tonight
Analyze the case: Google, who drives the strategy? Pp 426-428

Final papers are required to be emailed directly to: examoffice@webster.nl by 25
February. and by 17:00 hours.
Date:
Lesson 8
Prepare for
this session
Date:
Lesson 9
Prepare for
this session
18:00 – 22:00
Monday, February 24
Time:
Leadership, Change and strategy AdB
Read chapters 13 and 14 FINAL PAPER DUE TONIGHT
Analyze the case: Hurricane Katrina: human-made disaster? Pp 459-461.
Monday, March 3
Time:
18:00 – 22:00
The Practice of Strategy AdB
Read chapter 15 and Commentary on Part III: Strategy in Action
FINAL CASE PRESENTATION DUE TONIGHT
Additional Information on the course:
Please be aware of the following irregular course date(s):

Wednesday, February 19, 2014
CONNECTIONS: A Webster.edu account is set up for each student and all Webster email
correspondence to students will be sent to students’ Webster.edu addresses.