CRN: MGNT
4190
Instructor Contact Information:
931-2090
Fax Number: (229) 931-2092
E-mail Address: mmf@canes.gsw.edu
Office Hours 9:15-11:50
a.m. TR or by appointment
317
BHP Building
Textbook: Strategic
Management: Text and Cases . Dess,
Lumpkin & Taylor, Irwin/McGraw Hill Publishing Company, 2004.
Prerequisite: senior
status or permission of professor.
Course
Description
A study of business strategy and strategic planning in
relation to company resources, the environment, and changes which may bring
opportunities or threats. An
opportunity to apply one’s skills through strategic case analysis and through
the management of a manufacturing firm in a computer-simulated business
situation. Prerequisite: MGNT 3600, MKTG 3800, and BUSA 3150.
WHAT
THIS COURSE IS ABOUT (and why you
are required to take it).
Strategic Management is for students in the Business Program only. The
course is not an elective for any
program and is limited to Business students. Each student should have demonstrated
competence in accounting, finance, marketing and management.
Strategic
Management is intended to be a challenging and exciting CAPSTONE course for the undergraduate and graduate business
school curriculum. It is first and
foremost a course about “strategy”
and about “managing success.” The course
centers around the theme that a company achieves sustained success if and only if its managers:
1-
Develop, and revise as needed, an
action-oriented strategic plan and,
2-
Implement and execute the plan
with some proficiency. We shall stress how and why a well formulated,
well-executed strategy nearly always produces good business performance.
This
course not only serves the function of trying to integrate much of the
knowledge gained in other business courses, also it is a “big picture” course, a trait that makes
it a truly different kind of course from other business administration
courses. Virtually all of the other
required and elective courses you have taken were concerned with a specific functional
area (production, marketing, finance, accounting)
and/or a well-defined body of knowledge (economics, statistics, legal
environment). More than a few of your
previous courses have been highly structured and related closely to a
well-developed body of theory. Some
provided quantitative techniques for you to sink your teeth into. Others related to information and specific
skills the faculty believes you needed to acquire. This course shares few of these traits. The problems and issues of strategy
formulation and implementation cover the whole spectrum of business and
management. Many variables and
situational factors must be dealt with at once.
Weighing the pros and cons of strategy entails a total enterprise perspective and a skill of judging how all of the
relevant factors add up.
All
business schools have seen fit to require you to take this course in order to
drive home what the role and tasks of the “manager-in-charge” are, to introduce
you to what strategy means, to lead you through the ins and outs of formulating
and implementing a strategic plan, and to get you into the habit of
automatically reviewing a firm’s situation and appraising the need for strategy
revision. The overriding pedagogical objective is to sharpen your abilities to
“think strategically” and to diagnose situations from a strategic
perspective. Accomplishing this
objective entails introducing you to how an enterprise must in fact deal with
all of the complexities and constraints of the environment in which it operates,
why these cannot be assumed away or ignored, and how they affect strategic
decisions.
It means giving you exposure to and some experience in
trying to grapple with many determining factors and weighing how they shape
what action needs to be taken from the perspective of the total enterprise.
It means drilling you thoroughly in the tools of strategy
analysis and exercising you in the managerial task of sizing up a company’s
strategic position.
It means systematically exposing you to the rigors of
industry and competitive analysis, to the process of formulating an attractive
strategic plan, and to the varied administrative tasks associated with
implementing and executing the chosen strategy as well as circumstances permit.
The
content of the course has all of the ingredients needed to keep your interest
and attention. In our minds, the glamour
and the grand sweep of “strategizing” and managing an enterprise down the road
of success make the course lively, fascinating, and fun. I sincerely hope this course will be the very best course you have ever had–that it will be
instrumental in making you (1) “competitively superior,” (2) successful in our
career, and (3) much wiser about the secrets of first-rate management.
To
integrate the knowledge gained in various functional business areas.
1.
To increase your understanding of what managers do to make
business succeed over the long haul.
2.
To develop your capacity and to identify strategies issues
and to reason carefully about strategic options.
3.
To build your skills in conducting strategic analysis in a
variety of industries and competitive situations.
4.
To extend your ability to formulate a strategic plan and
then execute it successfully in a variety of organizational circumstances.
5.
To improve your ability to manage the organization process
by which strategies get formed and executed.
6.
To develop the ability to understand and apply analytical
tools in problem identification, strategy formulation, and decision
implementation.
7.
To better prepare you for a successful career as a manager
in most any type of organization.
8.
To increase awareness of the global competition faced by
Case Analysis & Recommendation 10%
Assessment Test 10%
Three Scheduled Tests
30%
Mid-Term Exam 20%
Final Exam 20%
Term Paper/ Presentation 10%
Total 100%
The final grade will be on the following basis: A = 90, B =
80, C = 70, D = 60, F < 60.
GENERAL
PLOLICIES
RESEARCH PAPER
The research paper is
expected to be a quality product. The student should select a topic from
suggested list or a topic that is relevant to the course or an area of special
interest that can be connected to strategic management. Each topic will be
approved by the instructor prior to the submission of the paper. The
research paper is due in its final form 10 days prior the final exam. The
paper should be 7-9 pages in length, written in correct English grammar
with words spelled correctly, and have sufficient references (minimum of six
from 1998 – present, two of them can be from internet) included to
support any statement made in the text.
CASE WORK
This part of the
requirements includes two case analysis (10%).
Additional instructions will be given concerning these write-ups. The case
should be submitted on time and at the beginning of the class. If you must be
out of class for any reason you should make arrangements to turn your paper in.
Late work will not be accepted. Please do not ask. Although we will discuss
your papers, I do not return them to you to keep, so please keep a copy of the
work that you submit.
LATE WORK
All students are
expected to complete assignments at the scheduled time. No allowances have been
made for late cases or research-paper.
All assigned work is
due at the beginning of class. If you are ill or must be absent, send your work
to school so that it arrives on time.
ACADEMIC DISONESTY
Academic dishonesty
(e.g., cheating, collaborating with other on individual assignments,
plagiarizing, turning in previously prepared work, etc.) will not be tolerated
and will be dealt with in a manner consistent with university policies (See GSW’s bulletin online)
TENTATIVE
SCHEDULE
FOR STRATEGIC MANAGEMENT
MGNT 4190
Spring 2004
Chapter 1 Strategic Management:
Creating Competitive Advantages
Chapter 2 Analyzing the External
Environment of the Firm
Chapter 3 Assessing the Internal
Environment of the Firm
Chapter 4 Recognizing a Firm’s
Intellectual Assets: Moving beyond a Firm’s Tangible Resources
Chapter 5 Business-Level Strategy: Creating
and Sustaining Competitive Advantages
Chapter 6 Corporate-Level Strategy: Creating
Value through Diversification
Chapter 7 International Strategy: Creating
Value in Global Markets
MID-TERM Chapters 1-7 (2/27/04)
Assessment
Test……………will be announced…………………………………………….OPEN
Chapter 8 The
Internet and E-Commerce: Creating Value through E-Business Strategies
Chapter 9 Implementing Strategy: Achieving
Effecting Strategic Control
Chapter 10 Implementing Strategy: Creating
Effective Organizational Designs
Chapter 11 Effective Strategic
Leadership: Creating a Learning Organization and an Ethical Organization
Chapter 12 Effective Strategic Leadership:
Fostering Corporate Entrepreneurship and New Venture Creation
FINAL
EXAM Chapters
8-12 (4/30/04)