YORK UNIVERSITY
Faculty of Liberal Arts and Professional Studies
School of Administrative Studies
AP/ADMS 4900 - Management Policy: Part 1
Winter 2015 – Section-P
Term: Winter
Day: Tuesdays
Time: 11:30 – 14:30
Location: HNE 035
Course Director: Dr. Yogendra Prasad Acharya
E-mail: yogen@yorku.ca
Office Hours: by appointments
Start Date: Tuesday, January 6, 2015
COURSE DESCRIPTION
The Management Policy course is designed to expose students to the many facets of strategy
which translated to why certain companies outperform their competition and gain sustainable
competitive advantage. Strategy and policy identification, formulation, and evaluation are
developed through lectures and case discussions. Emphasis is on the integration of
Administrative Studies subject areas with which the student has previously become familiar;
to provide a framework for the analysis of strategic problems of general management.
COURSE OVERVIEW
This course examines the strategic management process - identifying, formulating, evaluating
and implementing viable business strategies. The emphasis is on issues that affect the success of
the entire organization. Accordingly, we will view the enterprise as a whole, but will draw upon,
and integrate into our analysis, your understanding of the various functional areas of business.
It is assumed that students are interested in the challenge of strategic management and solving
strategic problems. To increase your competence in this area, extensive use of the case study
method is employed. This allows us to practice our business decision-making skills in simulated
general management roles. To maximize the learning experience, it is essential that all students
be prepared to discuss the assigned cases.
In addition to learning about strategic concepts, you can expect to further develop your abilities
in sizing up complex business situations and identifying core problems and issues. Through the
case studies, you will have the opportunity to analyze qualitative and quantitative data, both
internal and external to the firm, and assess what implications it may hold for the firm's success.
You will learn to identify and evaluate existing and alternative strategies and gain the confidence
to recommend specific courses of action. Finally, you will gain an understanding of the issues
involved in effectively implementing a change in strategic direction, including addressing the
issue of control.
PREREQUISITES AND ENROLMENT POLICY:
Prerequisites: 78 credits including AP/ECON 1000 3.00; AP/ECON 1010 3.00 and six
credits in management science.
Course credit exclusion: None.
Students are personally responsible to ensure that they have the required prerequisites as
stated in the course outline or in the course calendar. Students who do not have the
prerequisites are at risk of being dropped from the course at any time during the course. The
department will not be responsible for refunds resulting from students being dropped from a
course due to a lack of the appropriate prerequisites. Should students have any questions
about enrolment policy, please contact the Office of Administrative Studies (Room 282,
Atkinson Building). Instructors do not handle enrolment related issues. Due to the nature of
this course, permission for the late enrolment shall not be granted.
REQUIRED TEXT
Dess, G.G., Lumpkin, G.T., Eisner, A.B., Peridis, T., Strategic Management: Creating
Competitive Advantages, Third Canadian Edition (2012) McGraw-Hill Ryerson.
CASE STUDIES
Students can purchase the assigned cases through the Ivy Publishing web site…
https://www.iveycases.com/Default.aspx
(Please order the prescribed/required cases from Ivey Publishing, Ivey School of Business. It is
your responsibility to place order)
Alternatively, you could purchase a used case book (Beamish P.W., Cases in Strategic
Management, Tenth Edition, 2012, McGraw-Hill Ryerson). Students using a case book will have
to purchase certain cases separately (1 or 2).
Recommended readings:
The Economist; Fortune; Harvard Business Review; Sloan Management Review; California
Management Review
OTHER
Report on Business, Globe & Mail, National Post, Canadian Business or other source for
business news (try for once per week at a minimum)
FORMAT OF THE COURSE
Each session is of a three-hour duration. In the early stage of the course, the role of the instructor
is as an interactive lecturer to help students make sense of the material. As the time goes by, the
role of the instructor will shift to facilitate/ mediate/coordinate class discussions. There are
assigned chapters and a case in each session. In the first half of the session, we will mainly focus
on the assigned chapters. In the second half of the session, we will focus on the cases and apply
relevant theories to make sense of case situations. Moreover, this is a highly interactive course in
which students are required to participate in ALL class activities and exercises.
COURSE SCHEDULE
Session 1 – January 6th
Lecture: Course Information
What is Strategic Management?
Overview of the Strategic Management Process
Role of the General Manager
Vision Mission Strategic Objectives Policies
Definitions of Strategy
Strategy and Performance
Text:
Chapter 1
Session 2 – January 13th
Lecture: Strategic Management Process/Framework
Strategic Analysis/Thinking  SWOT analysis, analytical models,
economic scenarios
Generic Competitive Strategies
Competitive Advantage (sustainable/temporary)
Text:
Chapters 2 & 5
Case:
Coral Divers Resort (Product Number: 9B08M041)
Session 3 – January 20th
Lecture: Environmental Analysis  environments, time horizon, focus
Industry Environment  Porter’s five-forces model
Macroenvironmental Scanning  PEST analysis: issues  impact
Strategic Groups
Competitive Rivalry  analysis, action, response, outcomes
Disruptive Environments
Text:
Chapters 2 (continued) & 8
Case:
Loblaw Companies Limited (Product Number: 9B04M082)
Session 4 – January 27th
Lecture: Internal Environment
 resource based view
 distinctive/core competence
 dynamic and adaptive capabilities
Value-Chain Analysis
Intellectual and Social Capital, Information, Technology and Innovation
The Role of Stakeholder Preferences
Text:
Chapter 3 and 4
Case:
The Prince Edward Island Preserve Company: Turnaround (Product
Number: 9B08M049)
Session 5 – February 3rd
Lecture: Organizational Analysis and Design

structure, processes, culture
Strategic Leadership


Text:
Case:
 leadership styles
 organizational culture
Managing Change
 types of change, change tactics
Chapters 9, 10 (pp. 273-285) & 11 (pp. 303-315)
Victoria Heavy Equipment (Product Number: 9B08M037)
Session 6 – February 10th
Lecture: Corporate vs. business level strategy
Growth strategies (modes and directions)
Diversification – The multi-business firms
Mergers/Acquisitions/Alliances
Text:
Chapter 6
Case:
CIBC-Barclays (Product Number: 9B04M067)
Session 7 – February 28th
MID-TERM: A common mid-term exam for all sections of ADMS4900 is
scheduled for Saturday, February 28, 2015 from 10 AM to 12 noon location TBA
The common mid-term exam will be based on the textbook chapters
assigned for sessions 1 through 6.
Session 8 – March 3rd
Lecture: Trade Theory
Global Markets and National Advantages
International Strategies
Text:
Chapter 7
Case:
Palliser Furniture Ltd: The China Question (Product Number:
9B04M005)
PRESENTATIONS
Session 9 – March 10th
Due:
Group presentations – Groups 1, 3, 5
Session 10 – March 17th
Due:
Group presentations – Groups 2, 4, 6
REVIEW AND FINAL EXAM
Session 11 – March 24th
Lecture: Course review
Case:
TBA
Session 12 – March 31st
Final Exam: In Class - Open Book - Case Study
Bring:
Text Book, Case Book and Lecture Notes
COURSE GRADING
Mid-term Exam
25%
Assignment #2
35%
Participation
20%
Final Exam
20%
Multiple choice, short answer
Group Work
Ongoing Class Participation
Case Study Exam
MID-TERM EXAM
The mid-term exam will be based on the theories, constructs and other content presented in the
text book. The exam will include both multiple-choice and short-answer questions. You will be
responsible for all of the assigned text readings from sessions 1 through 6 whether the material
has been discussed in class or not. You are not responsible for the case studies. This will be a
closed-book exam.
GROUP WORK
Working in groups has proven to be an effective means in accomplishing this course’s
objectives. Accordingly, the class will divide itself into study groups of 5 or 6 students (names of
group members are to be submitted by session 3). Groups are expected to meet regularly, review
the assigned cases prior to each session and work cooperatively to complete the group
presentation exercises.
Group Presentation
 For the group presentation, you will be assigned a case that requires rigorous analysis of all
factors in the strategic management process. You will be required to formulate a strategy and
recommend specific implementation details. Finally, you will make a formal presentation
of your recommendations. You should expect some challenging interaction.
 More information (if there are any) on the presentations and the assigned cases will be
provided a minimum of one week prior to the respective due dates.
Presentation Rubric
 For the session that your group is in the audience for other groups’ presentations, you will be
responsible for developing a grading rubric for the assigned case. This will include a
two-page rationale for why your rubric is appropriate. The rubric and rationale will be
due at the beginning of the session. Individually, your group members will then use that
rubric to critique the presentations.
Group Grade
 The group grade is determined as follows: Presentation  30%, presentation rubric 
5%
 Please note that your classmates will participate in the evaluation and grading of your group
presentation.
 Also, group members will participate in evaluating each individual’s performance through a
peer evaluation process and this will be reflected in individual students’ grades.
Words for the Presenting Groups for the Second Group Presentation
Your presentation can be as creative as you’d like to. In the presentation, you basically need to
cover the following topics.
1. Issue identification (what are the issues)
2. Issue analysis (why those are issues)
3. Recommendations/Solutions
4. Implementation/Action
Please let me know in advance if you need any equipment assistance.
Words for Audience
To be a good audience, you need to listen to the presentation closely and read the case material
in advance. By doing so, you will find that you can learn a great deal from the presenting groups.
You will be invited to ask any questions you may have. Keep in mind that your questions need to
be constructive and relevant to the presentation and course materials.
PARTICIPATION
A high degree of participation is expected from all students. The frequency and quality of your
contributions to the classroom process will determine your grade. Students who advance the
discussion and add to the collective learning experience will be rewarded. To succeed here,
you should have read the assigned readings from your text and must have prepared the
assigned case!
In addition to on-going classroom participation, 5% of the 20% participation grade will be
attributed to your participation during the group presentation process (participation and
critique).
The quality of course is the responsibility of both the instructor and students. Class participation
is essential for learning processes. Class participation is weighted 20% of your final grade. Class
participation is not about attendance, but rather your contribution to class discussion.
Thus, it is highly likely that students who attend the class each week without any participation
record may fail this grade component.
Specifically, the course puts great emphasis on discussion of the course materials. Therefore,
your input is greatly appreciated. Indeed, past students have pointed out that they gained great
benefits from the class participation in ADMS 4900. In order to actively participate in
discussions, you are recommended to read the materials in advance. Class participation is
evaluated on a regular basis.
The instructor will evaluate students’ participation based on quantity and quality. Good quality
participation is one that can stimulate in-depth, meaningful discussion. On the other hand, a
repetitive comment or simply summary of the materials would be considered as the modest
participation. If students have any difficulty in participating in discussion, they should contact
the instructor as soon as possible to discuss how to help them to engage in the class discussion.
Your participation is evaluated on a regular basis, including lecture and case discussion, but the
emphasis is on case discussion. There are 7 sessions (starting Session 2) in which students have
opportunities to participate in class discussion. In each session, each student might get points
according to his/her participation in both lecture and case discussions relative to the class
average.
RELEVANT UNIVERSITY REGULATIONS
Deferred standing may be granted to students who are unable to write their final examination at
the scheduled time or to submit their outstanding course work on the last day of classes. In order
to apply for deferred standing, students must complete a Deferred Standing Agreement (DSA)
form and submit their request no later than five (5) business days from the date of the exam. The
request must be properly submitted with supporting documentation directly to the main office of
the School of Administrative Studies (282 Atkinson), NOT to the Course Director. These
requests will be considered on their merit and decisions will be made available to the students by
the main office in the School's web site (under the heading of 'Links'), no individualized
communication will be sent by the School to the students (no letter or e-mails). The status of the
DSA submitted shall be checked at: http://apps.eso.yorku.ca/apps/adms/deferredexams.nsf
Students with approved DSA will be able to write their deferred examination during the School's
deferred examination period. No further extensions of deferred exams shall be granted. The
format and covered content of the deferred examination may be different from that of the
originally scheduled examination. The deferred exam may be closed book, cumulative and
comprehensive and may include all subjects/topics of the textbook whether they have been
covered in class or not. Any request for deferred standing on medical grounds must include an
Attending Physician's Statement form; a “Doctor’s Note” will not be accepted.
DSA Form: http://www.registrar.yorku.ca/pdf/deferred_standing_agreement.pdf
Attending Physician's Statement form:
http://www.yorku.ca/laps/council/students/documents/APS.pdf
Academic Honesty: The Faculty of Liberal Arts and Professional Studies considers breaches of
the Senate Policy on Academic Honesty to be serious matters. Suspected breaches of academic
honesty will be investigated and charges shall be laid if reasonable and probable grounds exist.
Students should review the York Academic Honesty policy for themselves at:
http://www.yorku.ca/secretariat/policies/document.php?document=69
Students might also wish to review the interactive on-line Tutorial for students on academic
integrity, at:
http://www.yorku.ca/tutorial/academic_integrity/
Grading Scheme and Feedback Policy: The grading scheme (i.e. kinds and weights of
assignments, essays, exams, etc.) shall be announced, and be available in writing, within the first
two weeks of class, and, under normal circumstances, graded feedback worth at least 15% of the
final grade for Fall, Winter or Summer Term, and 30% for ‘full year’ courses offered in the
Fall/Winter Term be received by students in all courses prior to the final withdrawal date from a
course.
Note: Under unusual and/or unforeseeable circumstances which disrupt the academic norm,
instructors are expected to provide grading schemes and academic feedback in the spirit of these
regulations, as soon as possible. For more information on the Grading Scheme and Feedback
Policy, please visit: http://www.yorku.ca/secretariat/policies/document.php?document=86
Reappraisals: Students may, with sufficient academic grounds, request that a final grade in a
course be reappraised (which may mean the review of specific pieces of tangible work). Nonacademic grounds are not relevant for grade reappraisals; in such cases, students are advised to
petition to their home Faculty. Students are normally expected to first contact the course director
(within five business days from the date of grade release) to discuss the grade received and to
request that their tangible work be reviewed. Tangible work may include written, graphic,
digitized, modeled, video recording or audio recording formats, but not oral work. Students need
to be aware that a request for a grade reappraisal may result in the original grade being raised,
lowered or confirmed. For reappraisal procedures and information, please visit the Office of the
Registrar site at:
http://www.registrar.yorku.ca/grades/reappraisal/index.htm
Accommodation Procedures: LA&PS students who have experienced a misfortune or who are
too ill to attend the final examination in an ADMS course should not attempt to do so; they must
pursue deferred standing. Other students should contact their home Faculty for information. For
further information, please visit: http://www.registrar.yorku.ca/exams/deferred/index.htm
Religious Accommodation: York University is committed to respecting the religious beliefs and
practices of all members of the community, and making accommodations for observances of
special significance to adherents. For more information on religious accommodation, please
visit:
https://w2prod.sis.yorku.ca/Apps/WebObjects/cdm.woa/wa/regobs
Academic Accommodation for Students with Disabilities:
The nature and extent of accommodations shall be consistent with and supportive of the integrity
of the curriculum and of the academic standards of programs or courses. Provided that students
have given sufficient notice about their accommodation needs, instructors shall take reasonable
steps to accommodate these needs in a manner consistent with the guidelines established
hereunder. For more information please visit the Disabilities Services website at:
http://www.yorku.ca/cds/
York’s disabilities offices and the Registrar’s Office work in partnership to support alternate
exam and test accommodation services for students with disabilities at the Keele campus. For
more information on alternate exams and tests please visit http://www.yorku.ca/altexams/
NOTE: THE INSTRUCTOR RESERVES THE RIGHT TO CHANGE THE
SEQUENCE OF TEXT MATERIALS AND THE ASSIGNMENT OF CASES.