Strategic Management

Strategic Management

Spring 2014

CREDITS:	3
INSTRUCTOR’S NAME:	Instructor Vyacheslav Shatalin
OFFICE:	By appointment
OFFICE HOURS:
PHONE:
E-MAIL:	*****@***com if you try to contact me by email you MUST type: STRATEGIC MANAGEMENT in the subject line of your message to help my computer to distinguish your message from spam.
PREREQUISITIES:
CO-REQUISITES:	None
COURSE DESCRIPTION:	PURPOSE OF THE COURSE: Introduction and overview of the need for long-term planning. Process of setting goals, determining the mission statement and formation of strategy is discussed with a focus on the production process capability and the use of natural resources. A review of the core competitions and the factors that accentuate the firm’s existence in the marketplace.
REQUIRED TEXT:	David, Fred R., Strategic Management, Concepts & Cases, 9th edition, Prentice Hall, 2003 or later editions.
REQUIRED SUPPLEMENTS:
SUGGESTED READINGS:	Porter, Michael E., The Competitive Advantage of Nations, Free Press, 1990. Pietersen, Wille, Reinventing Strategy, John Wiley & Sons, 2002.
INTERNET RESOURCES:
METHOD OF INSTRUCTION:	Lectures, Discussions, Seminars, Quizzes, Case writing, Tests
STUDENT LEARNING OBJECTIVES:	We live and work today in very complex times. The uncertainties and fast changes in various aspects of people’s lives have a tremendous impact on our society. The dynamics of change extend into the workplace and create for all of us new career challenges. The major goal of this course is to help students join the world of work on their terms, and in a positive and progressive way. The students will get the ability to understand the strategic process and its impact to the entire enterprise, to realize the importance of strengths and weaknesses, opportunities and threat analysis, to practice their theoretical knowledge in practical creation of strategic plans.
EVALUATION & GRADING SYSTEM:	Attendance and class participation – 15%, Quizzes – 10%, Assignments – 15%, Midterm exam – 25%, Final Exam – 35%.
RULES & REGULATIONS:	Classroom activities are an extremely important part of this course. Attendance will be taken during each class period and absences or tardiness will affect the class participation grade. If a student enters after attendance has been taken, it is the student’s responsibility to have the absence amended at the end of class. Arriving to class later than ten minutes will count as an absence. Students are responsible for all material discussed during an absence and should contact a fellow classmate to obtain information and materials missed. Absence does not justify being unprepared for the following class session. Make up work will not be accepted unless proof of excused absence can be provided. Students are responsible for contacting a classmate to determine what was missed and being prepared with all materials upon return to class. Missed assignments will not be accepted after the first class session following an absence.
PLAGIARISM:	Plagiarism is the use of another person’s work (this could be his or her words, products or ideas) for personal advantage, without proper acknowledgement of the original work. This includes material taken from a book, a magazine, newspaper, or the internet. Three different acts are considered plagiarism: (1) failing to cite quotations and borrowed ideas, (2) failing to enclose borrowed language in quotation marks, and (3) failing to put summaries and paraphrases in your own words. While this class encourages students to refer to and use other sources in their writing, students are required to follow the MLA format of citation and referencing. In accordance with Globe Institute of Technology policy, papers that have been plagiarized will receive an “F” grade and the student will be reported to the General Education Department. HONOR CODE: As part of our commitment to each other and the standards of the university, all work submitted in this class is to be the culmination of your own efforts. While you are encouraged to discuss ideas and possibilities with other students and myself, no one is authorized to complete the work for you. Besides, you should never claim the work of another person, organization or institution as your own. Students should be careful to avoid misrepresenting another’s work as their own. Any external sources and materials must ALWAYS be acknowledged with BIBLIOGRAPHY - appropriate citations at the conclusion of the research paper. Great care must be taken to provide a citation if including another’s work, whether as a direct quote or as a paraphrased passage. Engagement in any form of academic fraud is grounds for dismissal from the course with a failing grade. If in doubt, please ask for verification. N. B. Students are required to retain a copy of each assignment submitted to their instructor. Students should acquaint themselves with the GIT’s policy on plagiarism and cheating and examination impersonation.
SERVICES:
LIST OF ASSIGNMENTS:	During the class there will be a few assignments which will be required to be completed as homework or during the class. Case studies will be discussed in the classroom as they are relevant to the chapter discussed in class. Students will be required to comment and to participate, individually or in small groups of 3-5.
OUT OF CLASS WORK:	According to the standards adopted by many international schools, students are expected to complete 2/3rds of their required course work outside of the classroom. Students must read all assigned material, complete all projects and be prepared for classroom discussion prior to class start ch preparation will ensure the optimal usage of classroom time. For 3 hour courses, the total homework effort must be equal to 6 hours of out of class homework.

WEEKLY COURSE OUTLINE:

DATE	TOPIC	DUE DATE
WEEK 1:	CHAPTER 1: The Nature of Strategic Management Defining Strategic Management Stages of Strategic Management Integrating Intuition and Analysis Key Terms in Strategic Management The Strategic-Management Model Benefits of Strategic Management Pitfalls in Strategic Planning HOMEWORK: Read chapter 1
WEEK 2:	The Business Vision and Mission What Is Our Business? Importance of Vision and Mission Statements Characteristics of a Mission Statement Components of a Mission Statement Writing and Evaluating Mission Statements HOMEWORK: Read chapter 2, case
WEEK 3:	The External Assessment The Nature of an External Audit Economic Forces Social, Cultural, Demographic, and Environmental Forces Political, Governmental, and Legal Forces Technological Forces HOMEWORK: Read chapter 3
WEEK 4:	The External Assessment Competitive Forces Competitive Analysis: Porter's Five-Forces Model Sources of External Information Forecasting Tools and Techniques Industry Analysis: The External Factor Evaluation (EFE) Matrix The Competitive Profile Matrix (CPM) HOMEWORK: Read chapter 3
WEEK 5:	THE INTERNAL ASSESSMENT The nature of internal audit Integrating strategy and culture Management Marketing Finance/Accounting Production/Operations The internal factors evaluating matrix (IFE) Case discussion HOMEWORK: Read chapter 4	Quiz 1
WEEK 6:	STRATEGIES IN ACTION Long term objectives Types of strategies Integration strategies Intensive strategies Diversification strategies HOMEWORK: Read chapter 5
WEEK 7:	STRATEGIES IN ACTION (Cont.) Defensive strategies M. Porter’s Generic strategies Joint venture/partnering Merger/Acquisition Strategic management in nonprofit and government organizations Strategic management in small firms HOMEWORK: Read chapter 5
WEEK 8:	Mid-term Test HOMEWORK: Case reading
WEEK 9:	STRATEGY ANALYSIS AND CHOICE The nature of strategy analysis A comprehensive strategy-formulation framework The input stage The matching stage The TOWS matrix HOMEWORK: Read chapter 6
WEEK 10:	STRATEGY ANALYSIS AND CHOICE (Cont.) The SPACE matrix The BCG matrix The IFE matrix The decision stage Cultural, political aspects of strategic choice HOMEWORK: Read chapter 6
WEEK 11:	IMPLEMENTING STRATEGIES: MANAGEMENT ISSUES The nature of strategy implementation Annual objectives Policies Resource allocation Case discussion HOMEWORK: Read chapter 7, case reading
WEEK 12:	IMPLEMENTING STRATEGIES: MANAGEMENT ISSUES (Cont.) Managing conflict Matching strategy with structure Restructuring, reengineering, and e-engineering Linking performance and pay to strategies HOMEWORK: Read chapter 7
WEEK 13:	IMPLEMENTING STRATEGIES: MARKETING, FINANCE/ACCOUNTING, R&D, AND MIS ISSUES Marketing issues Finance/Accounting issues R&D issues MIS issues HOMEWORK: Read chapter 8, case write up	Quiz 2
WEEK 14:	STRATEGY REVIEW, EVALUATION, AND CONTROL The nature of strategy evaluation A strategy evaluation framework Published sources of strategy-evaluation information Characteristics of an effective evaluation system Contingency planning Auditing HOMEWORK: Read chapter 9
WEEK 15:	Final Test