Business Administration
Course Outline
COURSE NUMBER:
BUAD 380
COURSE TITLE:
STRATEGIC MANAGEMENT II
CREDITS:
3
CALENDAR
DESCRIPTION:
This course fully explores strategic management processes and
analytical techniques. Students will conduct strategic analysis of
a variety of business case studies, from small and mid-sized
firms to large corporations. Whereas the prerequisite to this
course concentrated on strategy formulation, the focus of this
course is on strategic planning, implementing strategy and
managing change.
SEMESTER & YEAR:
Winter 2010
PREREQUISITE:
BUAD 340 with a minimum grade of 60%
CO-REQUISITE:
None
PREREQUISITE TO:
None
FINAL EXAM:
No
HOURS PER WEEK:
3
GRADUATION
REQUIREMENT:
Elective – BBA, Management option
SUBSTITUTABLE
COURSES:
None
TRANSFER CREDIT:
SPECIAL NOTES:
DEVELOPMENT DATE:
September 2004
REVISION DATE:
January 2010
DEPARTMENT CHAIR’S SIGNATURE: (Approval on file)
BUAD 380
STRATEGIC MANAGEMENT II
Winter 2010
PROFESSOR:
Blair Baldwin
(250) 762-5445 #4315
pincon@shaw.ca Office Hours: By appointment
Office: E220
COURSE DESCRIPTION:
This course fully explores strategic management processes and analytical techniques. Students
will conduct strategic analysis of a variety of business case studies, from small and mid-sized
firms to large corporations. Whereas the prerequisite to this course concentrated on strategy
formulation, the focus of this course is on strategic planning, implementing strategy and
managing change.
COURSE OUTCOMES:
Upon successful completion of this course, learners will be able to:
• Apply current planning and policy concepts and implement strategy
• Use case analysis methodology to solve any business problem and make managerial
decisions
• Apply competitive analysis techniques (e.g. SWOT, BCG/ portfolio analysis, stakeholder
analysis, industry segmentation, life cycle analysis, critical success factor analysis, building
sustainable competitive advantage, benchmarking)
• Apply principles of integrated resource management (operations, finance, human resource
and marketing management)
• Understand how corporate culture, leadership style and behaviour affect management
strategy
• Understand how organizational design, change and development affect management
strategy
• Develop the framework of an organizational performance management system using
principles from the Balanced Scorecard
• Participate knowledgeably in strategic planning processes
REQUIRED TEXTS AND MATERIALS:
1. Thompson, A.A., Strickland, A.J. and Gamble, J.E. (2005). Crafting and Executing
th
th
Strategy: Text and Readings, 14 or 15 edition. McGraw-Hill Irwin. (This is the same
text that you used in the prerequisite to this course, BUAD 340: Strategic Management I.)
2. Olve, Nils-Goran and Sjostrand, Anna (2006). Balanced Scorecard. Capstone Publishing
Company (A Wiley Company)
3. Selected Cases available for purchase in a custom course pack (bookstore).
4. Library Course Reserve: Articles posted on the Library course reserve for BUAD 380
RECOMMENDED READING (OC LIBRARY RESERVE)
1. Fry & Stoner (1995). Strategic Planning for the New and Small Business, Upstart
Publishing Co.
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BUAD 380
STRATEGIC MANAGEMENT II
Winter 2010
COURSE EVALUATION:
Assignments
40%
Assignment 1 – Team Charter
5%
Assignment 2 – Analysis of a Strategic Plan
15%
Assignment 3 – Development of a Strategic Plan
20%
Team Case Analyses
25%
Written Submission – See schedule
10%
Oral Presentation – See schedule
10%
Board Evaluations – See schedule
5%
Exams and Quizzes*
25%
Mid-term Exam
Balanced Scorecard Quiz
20%
5%
Peer Performance Appraisals (2 minimum)
10%
TOTAL
100%
Case Study Schedule
Date
Case
Written
Reports
Oral
Presentations
Board
Evaluations
Feb 3
KTM – Ready to Race
Team 1
Team 2
Team 3
Feb 10
Rayovac Corporation
Team 2
Team 3
Team 1
Mar 10
Lenox-Martell Company
Team 3
Team 1
Team 2
Mar 19
Killer Coke: The
Campaign…
Mar 26 – Apr 9
Strategic Plan for KTM
All Teams Prepare for In-class Discussion
March 26
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All Teams
March 26 – April 9
Professor
BUAD 380
STRATEGIC MANAGEMENT II
Winter 2010
COURSE SCHEDULE:
Topic, Readings, Cases & Assignments
Key to abbreviations: TS=Thompson/Strickland text
SC=Selected Cases
Week
1
2
LCS Library Course Site BSC=Balanced Scorecard
Wed.
Subject
Class Introduction
Review of Strategy Formulation & Case Analysis
Overview of Course
Jan 6
Team Formation
Michael Porter Video Part I
Lesson One PPT
Review of Strategy Formulation & Case Analysis
Lesson Two PPT
Michael Porter Video Part II
TS chapter 2: The Managerial Process of Crafting and Executing Strategy
TS chapter 3: Evaluating a Company’s External Environment
TS chapter 4: Evaluating a Company’s resources and Competitive Position
Jan 13
LSC: Building Your Company’s Vision
LSC: O’Brien & Meadows, Corporate Visioning: a Survey of UK Practice
Review of Competitive Strategy, Diversification & Portfolio Analysis Models
Lesson Three PPT
TS Chapters 6 – 9
Assignment 1 components due: Vision, Mission … Organization
3
Jan 20
Assignment 2 begins: Analysis of Tourism BC Strategic Plan
4
Jan 27
Assignment 2 due: Analysis of Tourism BC Strategic Plan
In-Class Team Discussions of the results of Assignment Two
Lesson 4 PPT
5
6
7
Strategic Planning II
TS chapter 5: The Five Generic Competitive Strategies
TS chapter 6: Supplementing the Chosen Competitive Strategy
TS chapter 7: Competing in Foreign Markets
TS chapter 8: Tailoring Strategy to Fit Specific Industry and Company Situations
Feb 3
LSC: Mishra, TMS Strategic Planning: A journey and a Destination
LSC: Bowen, Breaking Through: When you’re planning the future, your goals…
Lesson Five PPT
Selected Case: KTM Oral Presentation; Written Report and Board Evaluation
Begin Assignment 3: Develop a Strategic Plan for KTM
Organizational Structures and Systems
TS chapter 11: Building an Organization Capable of Good Strategy Execution
Lesson Six PPT
BSC Chapter 1: Introduction to the Balanced Scorecard
Feb 10
BSC Chapter 2: Definition of Terms: What is a Balanced Scorecard
BSC Chapter 3: Evolution
Selected Case: Rayovac Corporation: International Growth and Diversification
Oral Presentation; Written Report and Board Evaluation
Feb 17 READING BREAK
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BUAD 380
STRATEGIC MANAGEMENT II
Winter 2010
COURSE SCHEDULE:
8
9
10
11
Linking Implementation to Strategy – Developing an Organizational
Performance Management Plan
TS chapter 12: Managing Internal Operations: Actions that Promote Better
Strategy…
Feb 24 Lesson Eight PPT
BSC Chapter 4: The E-Dimension
BSC Chapter 5: The Global Dimension
BSC Chapter 6: The State of the Art
First Management Evaluations Due
Mid-term Exam (3 Hours) Case to Be Given out Only at the Exam
Mar 3
The Role of Leadership & Corporate Culture in Strategic Management
TS chapter 13: Corporate Culture and Leadership – Keys to Good Strategy…
Lesson Nine PPT
Mar 10
BSC Chapter 7: In Practice
BSC Chapter 8: Key Concepts and Thinkers
Selected Case: Lenox-Martell Company: Real City Soda
Oral Presentation; Written Report and Board Evaluation
Strategy, Ethics and Social Responsibility
TS chapter 10: Strategy, Ethics and Social Responsibility
Lesson Eleven PPT
Mar 17 BSC Chapter 9: Resources
BSC: Chapter 10: Ten Steps to Making the BSC Work
Selected Case: Killer Coke: The Campaign Against Coca-Cola
In Class Discussion
12
Mar 24
Special Topic: Managing Strategic Change
Assignment 3 due: Written Report
Oral Presentations Begin – Attendance Mandatory
13
Mar 31
Assignment 3 due: Oral Presentations Continue – Attendance Mandatory
Handout
Lesson Twelve PPT
14
Apr 7
Last Class – Strategic Execution of a Wine Tourism Event
Second Management Evaluations Due
15 – 26 FINAL EXAM PERIOD
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BUAD 380
STRATEGIC MANAGEMENT II
Winter 2010
EVALUATION DETAILS:
1. Strategic Planning Assignments (40% of grade)
During the semester, there are three strategic planning assignments. The first assignment
is your team Charter and is worth 5 marks. Assignment 1 contains the following
components: company vision, mission and values; company name, logo and organizational
structure (chart and job descriptions); a method and rationale for appraising team members’
performance; and weekly meeting minutes. (Refer to Assignment 1 handout for details.)
The second assignment is the team’s Analysis of a Strategic Plan and is worth 15 marks.
Your team is expected to analyze the strategic plan prepared for Tourism B.C. (Refer to
handout for details.) The third assignment, Development of a Strategic Plan, is the major
project for this course and replaces a final examination. It is worth 20 marks in total, 15 for
the written submission and five for the oral presentation. (Refer to assign. 3 handout for
details.)
2. Team Case Analyses (25% of grade)
Each team (4-5 members) is responsible for one written submission (10 marks), one oral
presentation (10 marks) and one Board evaluation (5 marks). Refer to the case study
schedule of dates (above) for your team’s responsibilities. All of these cases are in your
Thompson and Strickland text. Written and oral presentation expectations follow.
Written Report
a. Each team will submit one case analysis for grading. All team members will receive the
same mark. It is expected that all team members will fully participate in the discussion
and the preparation of each case.
b. The written report must adhere to the standard Case Analysis Report Format (handout).
c. The case analysis is limited to 10 pages, double-spaced with appropriate headings and
subheadings. Supplementary or illustrative materials, and tables or diagrams are to be
included in appendices. There is no limit to the number of appendices, but all material in
the appendices must be referred to in the body of the report and must support your
arguments.
d. Your report must have a title page, which includes the names and titles of each team
management member. The report is to be generated using MS Word software.
e. The team report must be submitted in hard copy and as an e-mail attachment [in MS
Word] via the Blackboard for BUAD 380.
Oral Presentation
a. Each team will present one case analysis for grading. All team members will receive the
same mark (No marks will be awarded to absentee members.)
b. These full case presentations will take approximately 45 minutes and should not exceed
60 minutes, including the question period.
c. Teams not presenting are expected to ask relevant questions of the presenters during
the question period following each presentation. Your contribution will become part of
your class participation grade.
d. Visual aids are required to illustrate the main points of the presentation. Both an
overhead projector and PowerPoint equipment will be available. It is the students’
responsibility to ensure the equipment is set up properly and everyone is familiar with its
operation.
e. Each team is responsible for submitting a handout [3 slides per page] of its PowerPoint
slides to the professor prior to the actual presentation.
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BUAD 380
STRATEGIC MANAGEMENT II
Winter 2010
EVALUATION DETAILS:
Board Evaluation
a. Each team will evaluate the content and quality of one case presentation. All team
members will receive the same mark (Exception: no marks will be awarded to absentee
or non-contributing members.)
b. Your team will function as a ‘Board of Directors’, and as such, is expected to pose
planned and relevant questions to the presenting team. Board members are to be fully
familiar with the case and its analysis.
c. Before the end of the class session, the Board of Directors team will complete and
submit a formal evaluation of the presentation quality (grading sheets will be provided).
The professor will grade the quality of these team evaluations and provide a copy to the
presenting team.
d. The professor will facilitate the question and answer period, and will provide ample
opportunity for other class members to participate.
3. Exams and Quizzes (25% of grade)
During the term, there will be a mid-term examination (20 marks) and a Balanced Scorecard
quiz (5 marks). There is no final examination because of the time required to develop the
strategic plan, which is the major project for the course. The examinations are to test your
comprehension of strategic management concepts, and your application of critical thinking
and problem-solving skills to ‘real-life’ situations. You must achieve a passing grade average
in this evaluation component to pass this course.
4. Peer Performance Appraisals (10% of grade)
Each team member’s performance is evaluated by the management team and based on the
performance evaluation method selected and submitted on week 4. The timing of mid and
final term appraisal submissions are documented in your weekly schedule. The appraisal
assessment awarded by the team for each member must be converted to a mark out of 10.
Rules for Resolving Team Disputes
One of the objectives of this course is to enhance the students’ awareness of the skills
and sacrifices that may be needed to develop as an effective team member. If any team
member does not pull his/her weight, the Management Team, after taking reasonable
efforts to encourage this person’s involvement, and having documented said noncontribution and the stages of disciplinary actions taken, may apply to the professor to
have this person fired. The professor will be available to assist in counseling and dispute
resolution at any stage. Having followed due process and in the case of Just Cause, the
person will be terminated from their position and not be eligible for any further team
marks. It is the prerogative of the professor to determine what further action will be taken
at that time, and whether or not the student will be required to withdraw from the course.
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SKILLS ACROSS THE BUSINESS CURRICULUM
The Okanagan School of Business promotes core skills across the curriculum. These skills include reading, written
and oral communications, computers, small business, and academic standards of ethics, honesty and integrity.
STUDENT CONDUCT AND ACADEMIC HONESTY
What is the Disruption of Instructional Activities?
At Okanagan College (OC), disruption of instructional activities includes student “conduct which interferes with
examinations, lectures, seminars, tutorials, group meetings, other related activities, and with students using the study
facilities of OC”, as well as conduct that leads to property damage, assault, discrimination, harassment and fraud.
Penalties for disruption of instructional activities include a range of sanctions from a warning and/or a failing grade on
an assignment, examination or course to suspension from OC.
What is Cheating?
“Cheating includes but is not limited to dishonest or attempted dishonest conduct during tests or examinations in
which the use is made of books, notes, diagrams or other aids excluding those authorized by the examiner. It includes
communicating with others for the purpose of obtaining information, copying from the work of others and purposely
exposing or conveying information to other students who are taking the test or examination.”
Students must submit independently written work. Students may not write joint or collaborative assignments with other
students unless the instructor approves it in advance as a group/team project. Students who share their work with
other students are equally involved in cheating.
What is Plagiarism?
Plagiarism is defined as “the presentation of another person’s work or ideas without proper or complete
acknowledgement.” It is the serious academic offence of reproducing someone else’s work, including words, ideas
and media, without permission for course credit towards a certificate, diploma, degree and/or professional
designation. The defining characteristic is that the work is not yours.
“Intentional plagiarism is the deliberate presentation of another’s work or ideas as one’s own.” Intentional plagiarism
can be a copy of material from a journal article, a book chapter, data from the Internet, another student, work
submitted for credit in another course or from other sources.
“Unintentional plagiarism is the inadvertent presentation of another’s work or ideas without proper acknowledgement
because of poor or inadequate practices. Unintentional plagiarism is a failure of scholarship; intentional plagiarism is
an act of deceit.”
What are the Students’ Responsibilities to Avoid Plagiarism?
Students have a responsibility to read the OC Plagiarism Policy and Procedures outlined in the OC calendar which is
available in printed and online format www.okanagan.bc.ca. Students must acknowledge the sources of information
used on all their assignments. This usually involves putting the authors’ name and the year of publication in
parentheses after the sentence in which you used the material, then at the end of your paper, writing out the complete
references in a Reference section.
“Students are responsible for learning and applying the proper scholarly practices for acknowledging the work and
ideas of others. Students who are unsure of what constitutes plagiarism should refer to the UBC publication
“Plagiarism Avoided; Taking Responsibility for your Work”. This guide is available in OC bookstores and libraries.
Students are expected to understand research and writing techniques and documentation styles. The Okanagan
School of Business requires the use of the APA or MLA style, but suggests that students cite references using the
APA guidelines (see Publication Manual of the American Psychological Association, 5th edition (2001). A copy of the
APA manual is available in the reference section and also available for circulation from OC libraries. The library
website has access to these two major citing styles.
What are the Penalties for Plagiarism and Cheating?
The Okanagan School of Business does not tolerate plagiarism or cheating. All professors actively check for
plagiarism and cheating and the Okanagan School of Business subscribes to an electronic plagiarism detection
service. All incidents of plagiarism or cheating are reported and result in a formal letter of reprimand outlining the
nature of the infraction, the evidence and the penalty. The Dean of the Okanagan School of Business and the
Registrar record and monitor all instances of plagiarism and cheating. Penalties for plagiarism and cheating reflect the
seriousness and circumstances of the offence and the range of penalties includes suspension or expulsion from OC.
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