Syllabus (revised 01/12/2015)
Course Title: Strategic Management
Course Number: PMGT 610
Semester: Spring 2015
Instructor
Instructor: Dr. Nadine L. Burnside
Email: nadine.burnside@goucher.edu
Telephone: 301 297-9641
Online Office Hours: Monday through Saturday 7:00 pm – 8:00 pm (ET)
Welcome to our Course!
First, let me introduce myself. I am Dr. Nadine Burnside. I received my doctorate degree in Organization
and Management with a specialization in Human Resources. Moreover, I am a practitioner in the fields
of business, strategic management, organization effectiveness and human resources. I look forward to
sharing my experiences as well as learning about yours. Collectively, we have a wealth of knowledge.
Together we will embark on a journey of exploration, discovery, enlightenment, sharing, and learning.
Specifically, we will examine the full spectrum of strategic management from determining what is
strategy through implementing strategy to gain and sustain competitive advantage within a global
context. Moreover, we will explore a less emphasized topic of sustainability and how it impacts an
organization’s triple bottom line (management of traditional profit/loss; management of social
responsibility; and management of environmental responsibility). Finally, we will engage in using
various strategic management tools and methods to critically analyze an organization’s strategy, culture,
operations, competitors, and the larger industry. I am looking forward to a stimulating and rewarding
course engagement.
Main Course Topics
1. Introduction to Strategic Management
2. Corporate Governance
3. Social Responsibility and Ethics in Strategic Management
4. Globalization, Innovation and Sustainability
5. Environment Scanning and Industry Analysis
6. Internal Scanning (Organizational Analysis)
7. Strategy Formulation
8. Strategy Implementation
9. Strategic Leadership
10. Evaluation and Control
11. Strategic Audit
Key Learning Objectives
At the conclusion of this course, you will be able to do the following:
Interpret and examine the concepts of strategic management, research and theories.
Increase capacity to think strategically about a company, its business position, and how it can gain
sustainable competitive advantage.
Build skills in using various strategic analysis tools and models to conduct internal and external
strategic analysis in a variety of industries and competitive situations.
Craft business strategy by reasoning carefully about strategic options, evaluating action alternatives,
and initiating changes necessary to keep the strategy responsive to internal and external forces.
Improve ability to manage the organization process for strategy formulation, execution, and
evaluation of organizational performance.
Interpret the relationship between culture and strategy and strategy’s impact on globalization,
innovation, and sustainability.
Enhance managerial judgment in understanding stakeholders, assessing business risk, and being
perceptive of competitive challenges within a global perspective.
Be more conscious about the importance of ethical principles and corporate social responsibility
(organizational and global) and understand their impact to the triple bottom line (sustainable
environmental performance, corporate social responsibility, and organizational value).
Course Format
Learning strategies include readings, group discussions, e-Activities, case studies, and experiential
exercises. The primary teaching approaches are the following:
Asynchronous discussions using the Socratic method. Named after the classical Greek
philosopher Socrates, the Socratic method stimulates critical thinking and allows students to
present opposing arguments or viewpoints in the form of inquiry and debate.
Case method, which enables the student to serve in the role of decision-maker for real-life
business and management situations. The case method approach empowers students to apply
the theories, concepts, and practices of strategic management. Moreover, critical thinking skills
are applied as students assess an organization’s internal and external environment, craft
strategy, balance stakeholder expectations, consider and compare/contrast alternative courses
of actions, probe underlying issues, and suggest recommendations or strategies that address the
situations of the case.
PowerPoint lectures with audio
Periodic WebEx meetings
Podcast and Videos
Assigned readings (textbook, articles, case studies, online links)
Graded work includes discussion forums, four case write-ups, and final project
Required Readings
Required Textbook:
Wheelen, Thomas, L., Hunger, David J., Hoffman, Alan N., and Bamford, Charles B.
Strategic Management
and Business Policy: Globalization, Innovation, and Sustainability
,
14
thEdition. New Jersey: Pearson,
2015. (ISBN: 978-0133126143)
The textbook is also available as an eTextbook. The eTextbook format may be a great advantage. You
can access the book from any smart device and have full functionality for tasks such as note taking,
highlighting, and printing of notes. The ISBN for the eTextbook is 139780133126433.
The textbook and the eTextbook can be rented or bought at the following websites:
At amazon.com the hardcopy book can be rented for $42.80 for a semester. An additional 15 days would
cost $10.70. Also, students have the option to rent for another semester for about $39.00.
VitaSource/CourseSmart offers a 180-day rental of the eTextbook for $68.99. Ecampus.com offers the
semester rental for $68.77 (hardcopy) and the 180-day eTextbook rental for $82.99. Chegg.com offers
180-day eTextbook rental for $89.49. Finally, Bookrenter.com offers the 90-day rental for $53.29 and
125-day rental for $57.30. (NOTE: The costs are subject to change. Please visit the website for the latest
pricing).
Articles:
Articles can be accessed within GoucherLearn under the applicable week.
Week 1
Hambrick, Donald C., and James W. Fredrickson. 2005. "Are You Sure You Have a Strategy?"
Academy of
Management Executive
19, 4:51-62.
Porter, Michael E. 1996. "What Is Strategy?"
Harvard Business Review
74, 6: 61-78.
Week 3
Porter, Michael E. 2008. "The Five Competitive Forces that Shape Strategy."
Harvard Business Review
86,
1: 78-93.
Week 4
Prahalad, C. K., and Gary Hamel. 1990. "The Core Competence of the Corporation."
Harvard Business
Review
68, 3: 79-91.
Week 7
Porter, Michael E. 1987. "From Competitive Advantage to Corporate Strategy."
Harvard Business Review
65, 3: 43.
Week 9
Taggart, James H. 1998. "Strategy Shifts in MNC Subsidiaries."
Strategic Management Journal
19, 7: 663.
Yaprak, Attila, Xu Shichun, and Erin Cavusgil. 2011. "Effective Global Strategy Implementation."
Management International Review (MIR)
51, 2: 179-192.
Resource Websites and eMaterials:
Descriptions and URL’s for resource websites will be available within GoucherLearn under the applicable week. Also, a variety of electronic materials will be accessible within the course (web content, videos, podcasts are examples).
Grading
Grading System
– The final grade will be based on the following three areas:
1.
Discussion Boards (15%) – up to 240 points (Students earns up to 10 points for each discussion
board; there are 24 discussion boards over the 14 weeks
2.
Short Case Write Ups (39%)– up to 640 points. There are four case write ups and students earn up
to 160 points for each case analysis
3.
Final Project (46%) – Strategic Audit of an Organization – 760 points
Course Elements
Percent [or points]
Discussion and participation (discussion boards) 15% (up to 240 points)
Four Short Case Write-ups 39% (up to 640 points)
Final project 46% (up to 760 points)
TOTAL
100%
A
95 - 100% (1558-1640 points)
A-
90 - 94% (1476-1557 points)
B+
87 – 89% (1427-1475 points)
B
83 – 86% (1361-1426 points)
B-
80 – 82% (1312-1360 points)
C+
77 – 79% (1263-1311 points)
C
73 – 76% (1197-1262 points)
C-
70 – 72% (1148-1196 points)
D
60 – 69% (984-1147 points)
F
59% (983 points and below)
Grading rubrics are available for each gradable item and are included in this syllabus. NOTE: The
grading rubrics for the writing assignments as well as the descriptions of the assignments are also in the
course (GoucherLearn).
Class Discussions/Participation (Discussion Boards) – up to 240 points – 15% of Grade
Class discussions (participation) involve posting a minimum number of substantial, separate, and
distinct messages to various Discussion Board forums. Each Discussion Board is worth a maximum of
10 points. Students must have a total of two (2) posts per Discussion Board. For each Discussion Board,
the minimum two postings consist of your original post and one different comment to a student
colleague.
I encourage multiple and varying perspectives (representative of meaningful and critical
thinking) to be provided in response to postings.
For the purpose of this class, a substantial message/post must:
a. Be your own work; factually correct; and provide an analytic explanation of a concept or
concepts related to the material discussed in the forum or demonstrate how a concept can be applied by
detailing analytical and evaluative strategies (up to 4 Points). The post should help your classmates and
yourself learn the material. Off-topic messages will not earn credit. Do not plagiarize from any source
(internet, textbook, etc.). Study the concept and then express it in your own words and provide the
appropriate in-text and reference citations. A response to a Discussion Board should never solely
consist of the direct quote or paraphrase of the work and thoughts from others. Understand that no
credit will be given should this be done. Use creditable sources to support your perspectives and
analytical reasoning.
b. Be at least 150 words in length (up to 1 Point). NOTE: Understand that the word count from
multiple short messages will not be added together to meet the word count requirement of a substantial
message. Moreover, repeating the wording for the given discussion points are not part of the 150 word
count.
c. Invoke further discussion by applying critical thinking skills that enhance the focus of ideas or
extend patterns of thought when commenting on at least one student’s post per Discussion Board (up to
3 points). Simply stating that you agree or disagree does not constitute a substantial post or comment.
Using the same or similar response for each comment is unacceptable and no points will be credited.
Paraphrasing the thoughts from other students’ comments as your own is also unacceptable and no
points will be credited. NOTE: Responding to the instructor does not take the place of responding to a
student.
d. Be clear, concise, logical, and representative of academic/scholarly writing, and have
acceptable spelling and grammar (up to 2 Points). Although this is not a writing class, you are in a
Master’s level class. The Discussion Boards offer you opportunity to write complete sentences that are
structured properly and are grammatically correct. Text messaging syntax or other cryptic abbreviation
is not appropriate for Discussion Boards.
The Grading Rubric for Discussion Boards follows:
Discussion Board Grading Rubric
Points Criteria Evaluation
Up to 4 Points Be your own work; factually correct; and provide an analytic explanation of a concept or concepts related to the material discussed in the forum or demonstrate how a concept can be applied by detailing analytical and evaluative strategies. Use creditable sources correctly in support of perspectives and analytical reasoning.
Up to 1 Point Be at least 150 words in length. NOTE: Understand that the word count from multiple short messages will not be added together to meet the word count requirement of a substantial post. Moreover, repeating the wording for the given discussion points are not part of the 150 word count.
Up to 3 Points Invoke further discussion by applying critical thinking skills that enhance the focus of ideas or extend patterns of thought when commenting on at least one student’s post per Discussion Board
Up to 2 Points Be clear, concise, logical, and representative of academic/scholarly writing and have acceptable spelling and grammar.
Total Points - 10
Short Case Write-Ups – up to 640 points – 39% of Grade
Case write-ups give you opportunity to apply the concepts of the readings and use your critical analysis
skills. They will prepare you for the final project assignment by giving you practice with elements of the
Strategic Audit of a Corporation, which is the conceptual framework for the strategic decision-making
process (Wheelen et al., p. 32-39). As you read your selected case, carefully analyze the situation;
determine if additional information is needed. If so, seek out the needed data or information. Apply
relevant conceptual analysis tools and evaluate possible courses of action. When warranted determine
the best recommendations or alternatives. Keep in mind that your textbook is a great resource; so, be
sure to read and study the following appendices and Figure 12-1:
1.A Strategic Audit of a Corporation (p. 32-39)
Figure 12-1 Strategic Audit Worksheet (p. 342)
12.A Resources for Case Research (p. 345-346)
12.B Suggested Case Analysis Methodology Using the Strategic Audit (p. 347-349)
12.C Example of Student-Written Strategic Audit (p. 350-354)
General Instructions: Each student will select a case to review and analyze and will use the same case for
all four case write-ups. Cases are to be selected from the following list:
Case 6 -
123 Systems
Case 8 – Google Inc. (2010)
Case 9 – Amazon.com, Inc.
Case 10 – Groupon, Inc.
For the most part, students may decide their own approach to the assignment; however, the written
analysis must address the criteria identified in each grading rubric. Papers are to conform to The
Chicago Manual of Style and be 3-6 pages in length and include a title page and a reference page when
using additional resources. Points will be deducted for failure to follow style and paper requirements.
NOTE: The page limit does not include title page, abstract, table of contents, reference page, or
appendices. Also, the page limit may be extended within reason. Including an additional three pages is
not within reason.
Grading Rubric for Short Case Write-Up 1 (Environmental Scanning - SWOT)
Criteria
Unacceptable
(0-7 Points)
Developing
(8-14 Points)
Competent
(15-22 Points)
Exemplary
(23-26 Points)
1. CurrentPerformance: Describe and evaluate the company’s performance at the time of the case (return on
investment, market share, & profitability).
Content is absent or significant elements are missing
In part, content lacks full development and analysis Provides factual descriptive information; uses high-level critical analysis skills supported with convincing arguments Addresses the criterion and supplements the case facts through research and gives additional relevant information concerning the company at the time of the case
2. Strategic Posture: Describe and assess the suitability and effectiveness of the company’s current mission, objectives, strategies and policies. Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated Provides factual descriptive information; uses high-level critical analysis skills supported with convincing arguments Addresses the criterion and supplements the case facts through research and gives additional relevant information concerning the company at the time of the case. Exercises critical reflection and conducts
comprehensive analysis 3. Board of
Directorsand Top Management: Describe and assess the effectiveness of the company’s governance and top management. Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated Provides factual descriptive information; uses high-level critical analysis skills supported with convincing arguments Addresses the criterion and supplements the case facts through research and gives additional relevant information concerning the company at the time of the case. Exercises critical reflection and conducts
comprehensive analysis 4. External
Environment: At a minimum apply the STEEP Analysis Model or PESTEL Analysis to the company and analyze
Content is absent or shows
misunderstanding of the subject area
Some areas show critical analysis; additional evidence is warranted; application of the models/frameworks are incomplete
Applies the specified models and
frameworks and analyzes results with sound reasoning
Uses more than two analysis tools to assess the company’s external environment and identifies more than 5 critical external strategic
the results. Apply Porter’s Approach to Industry Analysis and identify at least five external strategic factors supported with critical reasoning. factors with substantive reasoning 5. Summary of External Factors: Develop an External Factor Analysis Summary (EFAS) Table. List the company’s most critical opportunities and threats (8-10); determine weight, rating and weighted score and provide a short paragraph explaining how well the company is responding to the factors in its external environment.
No table was presented and/or the table needs relevant content
EFAS Table is partially complete; elements are missing and reasoning is less than substantive
EFAS Table is nearly complete; reasoning is substantive in part EFAS Table is detailed and complete. The assessment of the company’s external posture is supported with sound reasoning
6. Writing: representative of Master’s level; coherent; correct grammar, sentence structure, paragraph structure, spelling, punctuation,
appropriate style and format.
No paper was submitted or demonstrates writing below the college level; paper has numerous (15 or more) writing and/or style/format errors Demonstrates less than proficient academic writing; paper has 10-14 writing and/or style/format errors Demonstrates proficient academic writing; paper conforms to style/format; paper has 5-9 different writing and/or style/format errors Demonstrates scholarly academic writing and conforms to style/format; paper has less than 5 different writing and/or style errors
*4 points will be added to overall point total for submitted papers
Grading Rubric for Short Case Write-Up 2 (Internal Analysis - SWOT)
Criteria
Unacceptable
(0-7 Points)
Developing
(8-14 Points)
Competent
(15-22 Points)
Exemplary
(23-26 Points)
1. CorporateStructure and Culture: Analyze the company’s corporate structure and culture and determine the company’s strengths and weaknesses in these areas. Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated Identifies at least 3 strengths and 3 weaknesses for each area with supporting evidence
Identifies at least 4 strengths and 4 weaknesses for each area with supporting evidence 2. Corporate Resources: Analyze Marketing and Finance and determine the company’s strengths and weaknesses in Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated Identifies at least 4 strengths and 4 weaknesses for each area with supporting evidence
Identifies at least 5 strengths and 5 weaknesses for each area with supporting evidence
these areas. 3. Corporate Resources: Analyze
R&D and Operations & Logistics and determine the company’s strengths and weaknesses in these areas. Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated Identifies at least 4 strengths and 4 weaknesses for each area with supporting evidence
Identifies at least 5 strengths and 5 weaknesses for each area with supporting evidence 4. Corporate Resources: Analyze Human Resource Management and Information Technology and determine the company’s strengths and weaknesses in these areas. Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated Identifies at least 4 strengths and 4 weaknesses for each area with supporting evidence
Identifies at least 5 strengths and 5 weaknesses for each area with supporting evidence 5. Summary of Internal Factors: Develop an Internal Factor Analysis Summary (IFAS) Table. List the company’s most critical strengths and weaknesses (8-10); determine weight, rating and weighted score and provide a short paragraph explaining how well the company is responding to the factors in its internal environment.
No table was presented and/or the table needs relevant content
IFAS Table is partially complete; elements are missing and reasoning is less than substantive
IFAS Table is nearly complete; reasoning is substantive in part
IFAS Table is detailed and complete. The assessment of the company’s internal posture is supported with sound reasoning
6. Writing: representative of Master’s level; coherent; correct grammar, sentence structure, paragraph structure, spelling, punctuation,
appropriate style and format.
No paper was submitted or demonstrates writing below the college level; paper has numerous (15 or more) writing and/or style/format errors Demonstrates less than proficient academic writing; paper has 10-14 writing and/or style/format errors Demonstrates proficient academic writing; paper conforms to style/format; paper has 5-9 different writing and/or style/format errors Demonstrates scholarly academic writing and conforms to style/format; paper has less than 5 different writing and/or style errors
*4 points will be added to overall point total for submitted papers
Grading Rubric for Short Case Write-Up 3 (Strategy Formulation)
Criteria
Unacceptable
(0-8 Points)
Developing
(9-16 Points)
Competent
(17-24 Points)
Exemplary
(25-32 Points)
1. SituationalAnalysis: Develop a Strategic Factor Analysis Summary (SFAS) Matrix. Of the
No matrix was presented and/or the matrix needs relevant content
SFAS Matrix is partially complete; critical elements are missing and
reasoning is less than
SFAS Matrix is nearly complete; reasoning is substantive in part SFAS Matrix is detailed and complete. The assessment of the company’s
Criteria
Unacceptable
(0-8 Points)
Developing
(9-16 Points)
Competent
(17-24 Points)
Exemplary
(25-32 Points)
external (EFAS) andinternal (IFAS) factors from the 1st and 2nd case write-ups, determine the strategic (most important) factors that strongly affect the company’s present and future performance. Weight each factor; rate each factor, obtain weighted score, determine duration, and show comments to support rationale used for each factor. Provide a short paragraph explaining the company’s uniqueness, competitive advantage and sustainability.
substantive competitive posture
is supported with sound reasoning
2. Mission and Objectives: Review and analyze the mission and objectives and determine their appropriateness in light of the key strategic factors and problems.
Recommend why the mission and
objectives should remain the same OR determine what the new missions and objectives should be and explain why.
Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated Provides substantive and convincing rationale concerning the review and analysis of the company’s mission and objectives
Analysis and reasoning extends beyond the obvious in recommending new mission and objectives. Thoroughly details the effects of the new mission and
objectives on the company
3. Strategic Alternatives: Determine the major feasible alternative strategies available to the company and list the pros and cons for each. Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated Strategic alternatives are inclusive of two of the following: corporate, business, functional strategies. For the most part, reasoning takes into account the natural physical
environment, societal environment, industry and company concerns for at least three years.
Strategic alternatives are inclusive of corporate, business and functional strategies and fit the natural physical environment, societal environment, industry and company concerns for at least three years. Strategic alternatives are supported with sound reasoning
Criteria
Unacceptable
(0-8 Points)
Developing
(9-16 Points)
Competent
(17-24 Points)
Exemplary
(25-32 Points)
4. RecommendedStrategies: Identify the recommended strategic alternatives for the corporate, business and functional levels of the company; justify each
recommendation in terms of its ability to resolve both short and long-term problems and effectively deal with strategic factors Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated Recommended strategic alternatives address the three levels of strategy and supporting rationale is inclusive of short and long-term issues
Reasoning accounts for the impact of each recommended strategy on the company’s core and distinctive
competencies. Identifies and explains why new policy development or policy revisions may be necessary to facilitate effective implementation 5. Writing: representative of Master’s level; coherent; correct grammar, sentence structure, paragraph structure, spelling, punctuation,
appropriate style and format
No paper was submitted or demonstrates writing below the college level; paper has numerous (15 or more) writing and/or style/format errors Demonstrates less than proficient academic writing; paper has 10-14 writing and/or style/format errors Demonstrates proficient academic writing; paper conforms to style/format; paper has 5-9 different writing and/or style/format errors Demonstrates scholarly academic writing and conforms to style/format; paper has less than 5 different writing and/or style errors
Grading Rubric for Short Case Write-Up 4 (Strategy Implementation/Evaluation & Control)
Criteria
Unacceptable
(0-8 Points)
Developing
(9-16 Points)
Competent
(17-24 Points)
Exemplary
(25-32 Points)
1. StrategyImplementation – Programs/Tactics, Budgets and Procedures: Determine the kinds of programs or tactics necessary to
implement the recommended strategies. Identify and explain what must be done to align the company’s operations to the new intended direction such as structure, organizational life cycle, reengineering, Six Sigma, job redesign,
international issues, centralization vs. decentralization. Indicate who should
Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated
Addresses nearly all the elements within the criterion with substantive reasoning
Fully addresses each element and explanations and are reasonable and convincing
Criteria
Unacceptable
(0-8 Points)
Developing
(9-16 Points)
Competent
(17-24 Points)
Exemplary
(25-32 Points)
be responsible fordeveloping them and who would have accountability. Address the financial aspects, timing/priorities and needed procedures to implement the strategic plan 2. Strategy Implementation – Staffing and Directing: Address staffing as well as international staffing (if applicable), leading the implementation, and the company’s organizational culture in terms of any needed adjustments to align the company with the new strategy Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated
Addresses nearly all the elements within the criterion with substantive reasoning
Fully addresses each element and explanations are reasonable and convincing 3. Evaluation and Control – System Capabilities: Assess the company’s strategic information systems for feedback concerning
organizational performance. Determine how strategic factors are measured and how performance results can be obtained. Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated
Addresses nearly all the elements within the criterion with substantive reasoning
Fully addresses each element and explanations are reasonable and convincing 4. Evaluation and Control – Control Measures: Determine the control measures necessary to ensure conformance with the recommended strategic plan Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated
Addresses nearly all the elements within the criterion with substantive reasoning
Fully addresses each element and explanations are reasonable and convincing 5. Writing: representative of Master’s level; coherent; correct grammar, sentence structure, paragraph structure, spelling, punctuation,
appropriate style and
No paper was submitted or demonstrates writing below the college level; paper has numerous (15 or more) writing and/or style/format errors Demonstrates less than proficient academic writing; paper has 10-14 writing and/or style/format errors Demonstrates proficient academic writing; paper conforms to style/format; paper has 5-9 different writing and/or style/format errors Demonstrates scholarly academic writing and conforms to style/format; paper has less than 5 different writing and/or style errors
Criteria
Unacceptable
(0-8 Points)
Developing
(9-16 Points)
Competent
(17-24 Points)
Exemplary
(25-32 Points)
format.Final Project – up to 760 points – 46% of Grade
The final project provides opportunity to apply the strategic management model to a company. The
model is inclusive of environmental scanning, strategy formulation, strategy implementation, and
evaluation and control. It also takes into account globalization, sustainability, social responsibility and
ethical business conduct. Moreover, the final project addresses each of the course’s learning outcomes.
General Instructions: Each student will select one of the following cases:
Case 13 – Carnival Corporation & plc. (2010)
Case 14 – Zynga, Inc. (2011)
Case 16 – Panera Bread Company (2010); Still Rising Fortunes?
Case 25 - iRobot: Finding the Right Market Mix?
Case 27 – Delta Air Lines (2012) Navigating an Uncertain Environment
Case 28 - TomTom: New Competition Everywhere!
As you read your selected case, carefully analyze the situation and determine if additional information is
needed. If so, seek out the needed data or information. Apply relevant conceptual analysis tools and
evaluate possible courses of action. When warranted determine the best recommendations or
alternatives. Basically, your final project should follow the sections of the Strategic Audit of a
Corporation (Appendix 1.A). Thus, the grading rubric for the final project is a compilation of the grading
rubrics for the case write-ups.
Papers are to conform to The Chicago Manual of Style and be 20-25 pages in length and include a title
page and a reference page when using additional resources. Points will be deducted for failure to follow
style and paper requirements. NOTE: The page limit does not include title page, abstract, table of
contents, reference page, or appendices. Also, the page limit may be extended within reason. Including
an additional three pages is not within reason.
Grading Rubric for Final Project (Strategic Audit of a Corporation)
Criteria
Unacceptable
(0-10 Points)
Developing
(11-20 Points)
Competent
(21-30 Points)
Exemplary
(31-40 Points)
1. CurrentPerformance: Describe and evaluate the company’s performance at the time of the case (return on
investment, market share, & profitability).
Content is absent or significant elements are missing
In part, content lacks full development and analysis Provides factual descriptive information; uses high-level critical analysis skills supported with convincing arguments Addresses the criterion and supplements the case facts through research and gives additional relevant information concerning the company at the time of the case
2. Strategic Posture: Describe and assess the suitability and effectiveness of the company’s current mission, objectives, Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated Provides factual descriptive information; uses high-level critical analysis skills supported with Addresses the criterion and supplements the case facts through research and gives additional relevant
Criteria
Unacceptable
(0-10 Points)
Developing
(11-20 Points)
Competent
(21-30 Points)
Exemplary
(31-40 Points)
strategies andpolicies. convincing arguments information concerning the
company at the time of the case. Exercises critical reflection and conducts
comprehensive analysis 3. Board of
Directorsand Top Management: Describe and assess the effectiveness of the company’s governance and top management. Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated Provides factual descriptive information; uses high-level critical analysis skills supported with convincing arguments Addresses the criterion and supplements the case facts through research and gives additional relevant information concerning the company at the time of the case. Exercises critical reflection and conducts
comprehensive analysis 4. External
Environment: At a minimum apply the STEEP Analysis Model or PESTEL Analysis to the company and analyze the results. Apply Porter’s Approach to Industry Analysis and identify at least five external strategic factors supported with critical reasoning. Content is absent or shows misunderstanding of the subject area
Some areas show critical analysis; additional evidence is warranted; application of the models/frameworks are incomplete
Applies the specified models and
frameworks and analyzes results with sound reasoning
Uses more than two analysis tools to assess the company’s external environment and identifies more than 5 critical external strategic factors with substantive reasoning 5. Summary of External Factors: Develop an External Factor Analysis Summary (EFAS) Table. List the company’s most critical opportunities and threats (8-10); determine weight, rating and weighted score and provide a short paragraph explaining how well the company is responding to the factors in its external environment.
No table was presented and/or the table needs relevant content
EFAS Table is partially complete; elements are missing and reasoning is less than substantive
EFAS Table is nearly complete; reasoning is substantive in part EFAS Table is detailed and complete. The assessment of the company’s external posture is supported with sound reasoning
6. Corporate Structure and Culture: Analyze the
Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete Identifies at least 3 strengths and 3 weaknesses for each
Identifies at least 4 strengths and 4 weaknesses for each
Criteria
Unacceptable
(0-10 Points)
Developing
(11-20 Points)
Competent
(21-30 Points)
Exemplary
(31-40 Points)
company’s corporatestructure and culture and determine the company’s strengths and weaknesses in these areas.
or unsubstantiated area with supporting
evidence area with supporting evidence
7. Corporate Resources: Analyze Marketing and Finance and determine the company’s strengths and weaknesses in these areas. Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated Identifies at least 4 strengths and 4 weaknesses for each area with supporting evidence
Identifies at least 5 strengths and 5 weaknesses for each area with supporting evidence
8. Corporate Resources: Analyze
R&D and Operations & Logistics and determine the company’s strengths and weaknesses in these areas. Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated Identifies at least 4 strengths and 4 weaknesses for each area with supporting evidence
Identifies at least 5 strengths and 5 weaknesses for each area with supporting evidence 9. Corporate Resources: Analyze Human Resource Management and Information Technology and determine the company’s strengths and weaknesses in these areas. Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated Identifies at least 4 strengths and 4 weaknesses for each area with supporting evidence
Identifies at least 5 strengths and 5 weaknesses for each area with supporting evidence 10. Summary of Internal Factors: Develop an Internal Factor Analysis Summary (IFAS) Table. List the company’s most critical strengths and weaknesses (8-10); determine weight, rating and weighted score and provide a short paragraph explaining how well the company is responding to the factors in its internal environment.
No table was presented and/or the table needs relevant content
IFAS Table is partially complete; elements are missing and reasoning is less than substantive
IFAS Table is nearly complete; reasoning is substantive in part
IFAS Table is detailed and complete. The assessment of the company’s internal posture is supported with sound reasoning
11. Situational Analysis: Develop a Strategic Factor Analysis Summary (SFAS) Matrix. Of the external (EFAS) and internal (IFAS) factors from the 1st
No matrix was presented and/or the matrix needs relevant content
SFAS Matrix is partially complete; critical elements are missing and
reasoning is less than substantive
SFAS Matrix is nearly complete; reasoning is substantive in part SFAS Matrix is detailed and complete. The assessment of the company’s competitive posture is supported with sound reasoning
Criteria
Unacceptable
(0-10 Points)
Developing
(11-20 Points)
Competent
(21-30 Points)
Exemplary
(31-40 Points)
and 2nd casewrite-ups, determine the strategic (most important) factors that strongly affect the company’s present and future performance. Weight each factor; rate each factor, obtain weighted score, determine duration, and show comments to support rationale used for each factor. Provide a short paragraph explaining the company’s uniqueness, competitive advantage and sustainability. 12. Mission and Objectives: Review and analyze the mission and objectives and determine their appropriateness in light of the key strategic factors and problems.
Recommend why the mission and
objectives should remain the same OR determine what the new missions and objectives should be and explain why.
Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated Provides substantive and convincing rationale concerning the review and analysis of the company’s mission and objectives
Analysis and reasoning extends beyond the obvious in recommending new mission and objectives. Thoroughly details the effects of the new mission and
objectives on the company
13. Strategic Alternatives: Determine the major feasible alternative strategies available to the company and list the pros and cons for each. Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated Strategic alternatives are inclusive of two of the following: corporate, business, functional strategies. For the most part, reasoning takes into account the natural physical
environment, societal environment, industry and company concerns for at least three years.
Strategic alternatives are inclusive of corporate, business and functional strategies and fit the natural physical environment, societal environment, industry and company concerns for at least three years. Strategic alternatives are supported with sound reasoning 14. Recommended Strategies: Identify the recommended Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete Recommended strategic alternatives address the three
Reasoning accounts for the impact of each recommended
Criteria
Unacceptable
(0-10 Points)
Developing
(11-20 Points)
Competent
(21-30 Points)
Exemplary
(31-40 Points)
strategic alternativesfor the corporate, business and functional levels of the company; justify each
recommendation in terms of its ability to resolve both short and long-term problems and effectively deal with strategic factors
or unsubstantiated levels of strategy and supporting rationale is inclusive of short and long-term issues
strategy on the company’s core and distinctive
competencies. Identifies and explains why new policy development or policy revisions may be necessary to facilitate effective implementation 15. Strategy Implementation – Programs/Tactics, Budgets and Procedures: Determine the kinds of programs or tactics necessary to
implement the recommended strategies. Identify and explain what must be done to align the company’s operations to the new intended direction such as structure, organizational life cycle, reengineering, Six Sigma, job redesign,
international issues, centralization vs. decentralization. Indicate who should be responsible for developing them and who would have accountability. Address the financial aspects, timing/priorities and needed procedures to implement the strategic plan Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated
Addresses nearly all the elements within the criterion with substantive reasoning
Fully addresses each element and explanations and are reasonable and convincing 16. Strategy Implementation – Staffing and Directing: Address staffing as well as international staffing (if applicable), leading the implementation, and the company’s Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated
Addresses nearly all the elements within the criterion with substantive reasoning
Fully addresses each element and explanations are reasonable and convincing
Criteria
Unacceptable
(0-10 Points)
Developing
(11-20 Points)
Competent
(21-30 Points)
Exemplary
(31-40 Points)
organizationalculture in terms of any needed
adjustments to align the company with the new strategy 17. Evaluation and Control – System Capabilities: Assess the company’s strategic information systems for feedback concerning
organizational performance. Determine how strategic factors are measured and how performance results can be obtained. Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated
Addresses nearly all the elements within the criterion with substantive reasoning
Fully addresses each element and explanations are reasonable and convincing 18. Evaluation and Control – Control Measures: Determine the control measures necessary to ensure conformance with the recommended strategic plan Content is absent or significant elements are missing Content is underdeveloped; analysis is incomplete or unsubstantiated
Addresses nearly all the elements within the criterion with substantive reasoning
Fully addresses each element and explanations are reasonable and convincing 19. Writing: representative of Master’s level; coherent; correct grammar, sentence structure, paragraph structure, spelling, punctuation,
appropriate style and format.
No paper was submitted or demonstrates writing below the college level; paper has numerous (15 or more) writing and/or style/format errors Demonstrates less than proficient academic writing; paper has 10-14 writing and/or style/format errors Demonstrates proficient academic writing; paper conforms to style/format; paper has 5-9 different writing and/or style/format errors Demonstrates scholarly academic writing and conforms to style/format; paper has less than 5 different writing and/or style errors
Course Policies
Communication:The online format of this class puts a premium on communications. We have a few responsibilities to
assure timely communications. We will use the following methods:
CLASS ANNOUNCEMENTS
:
Weekly, important information will be posted in the My Announcements
section of the GoucherLearn Course Home page. You should check for new announcements when you
log into the course.
ASK the PROFESSOR: The Ask the Professor link is where I will respond to your questions about class
policies, administrative concerns, and course content. Therefore, questions of these types should be
posted here to allow the entire class to benefit from the questions and the answers. Feel free to answer
questions posed by other students. Also, before you post a question, look through the discussion thread.
That same question may have already been asked and answered. I will be checking this area daily and
will respond to questions within 24 hours during the week and 48 hours during weekends. Remember
that the ASK the PROFESSOR is public; therefore, do not use this area to post information of a personal
nature.
EMAIL: You can reach me at the email address (
nadine.burnside@goucher.edu
). I will respond to
queries within 24 hours during the week and 48 hours during weekends. Also, use email for issues of a
personal nature. Examples of personal messages include notification of illness and request for an
extension of an assignment.
WEBEX MEETINGS: To enhance our online connections, we will have periodic WebEx meetings. This
technology also enables us to record each session; therefore, if you have to leave a meeting early or are
unable to attend, you can view the recording. Thus far, six such meetings have been scheduled. We will
have a ‘get-to-know’ session during the first week of class. Also, we will have a session prior to the first
writing assignment. The next sessions will occur prior to subsequent writing assignments. Based on our
needs and concerns, we will schedule additional sessions when warranted. The length of the meeting
may vary; however, a meeting will not extend beyond one hour. For planning purposes please be
available for the following WebEx sessions:
Friday, February 20, 2015, 7:45 PM
Wednesday, March 4, 2015, 7:45 PM
Saturday, March 21, 2015, 4:00 PM
Saturday, April 11, 2015, 4:00 PM
Saturday, May 2, 2015, 4:00 PM
Wednesday, May 13, 2015, 7:45 PM
STUDENT RESPONSIBILITY:
Course participants are responsible for maintaining continuous involvement with faculty, fellow
students and student groups. In particular, participation in all online discussions is required.
Ongoing communication allows you to gain deeper insights into the content, activities and
assignments in the course. Please let me know of any obstacles that may prevent your participation.
I am available to facilitate your learning; so please ask questions when you need clarification or you
simply wish to validate your understanding.
For problems with technical aspects of the website: contact helpdesk@goucher.edu (You may copy
me).
Missed Work:
You are responsible for material covered in the course. It is your sole responsibility to obtain
any materials missed.
Late Policy:
For proper graduate student learning to occur, pacing of content mastery is critical. Therefore,
assignments are to be completed on time. If extreme circumstances prevent an assignment from being
completed by the due date, please notify me before the assignment is due so a new date can be
negotiated. If you are unable to contact me, have someone else do so in your place. Don’t wait to the last
minute or let several days go by before contacting me. You may lose your opportunity to submit the late
assignment.
Late assignments without such notification will be assessed a late penalty. Assignments
submitted within seven (7) days after the submission deadline will receive a 10% reduction.
Assignments submitted between eight (8) and fourteen (14) days after the submission date will receive
a 25% reduction. Assignments over 14 days late will not be accepted.
Academic Integrity:
All final work products are to be the independent work of each student and stored in the electronic
portfolio. Suspected violations of the Honor Code will be referred to the Academic Honor Board. For a
full description of the code and what constitutes a violation of the code, refer to the Goucher Handbook
or online at http://www.goucher.edu/academics/academic-honor-code.
COURSE OUTLINE
Session Topic Reading/Activity
Week 1 February 17 – 23, 2015
Introduction to Strategic Management Basic Concepts of Strategic Management 1. 1. Study of Strategic Management
2. 2. Globalization, Innovation and Sustainability 3. 3. Theories of Organizational Adaptation 4. 4. Basic Model of Strategic Management 5. 5. Initiation of Strategy-Triggering Events 6. 6. Strategic Decision Making
7. 7. The Strategic Audit (Model)
Welcome Video Chapter 1
PowerPoint Presentation 2 Discussion Boards Articles:
1. "Are You Sure You Have a
Strategy?"
2. "What Is Strategy?"
YouTube Video “What is Strategy? – Michael Porter” (1:47 Minutes) YouTube Video - “Environmental Sustainability: We Have Choices” (3:04 minutes)
WEBEX – Welcome & Get to Know, Friday, February 20, 2015 7:45 pm Week 2 February 24 – March 2, 2015 Corporate Governance
1. Role of the Board of Directors
2. The Role of Top Management
Social Responsibility and Ethics in Strategic Management
Chapters 2 and 3
PowerPoint Presentation 2 Discussion Boards
YouTube Video – “The Role of the Board of Directors” (1:41 Minutes) YouTube Video – “Business Ethics: Corporate Social Responsibility” (2:56 Minutes)
Week 3 March 3 – 9, 2015
Environment Scanning and Industry Analysis 1. 1. Competitive Intelligence
2. 2. Forecasting
3. 3. Analysis Tools – Five Force Model, Value Chain Model, OT portion of SWOT, PEST/PESTEL Analysis 4. 4. Strategic Audit Checklist for Environmental
Scanning
Chapter 4
PowerPoint Presentation 1 Discussion Board Article:
"The Five Competitive Forces
that Shape Strategy."
YouTube Video – “Michael Porter on the Five Competitive Forces for Today’s Enterprises” (1:47 Minutes)
Session Topic Reading/Activity
Management: External Situational Analysis” (18:31 minutes)
WEBEX – Preparing for 1st Short Case Analysis, Wednesday, March 4, 2015, 7:45 PM
1st Short Case Write Up (Environmental Analysis)
DUE March 9, 2015 Week 4
March 10 – 15, 2015
Internal Scanning (Organizational Analysis) 1. 1. Resource-Based Approach
2. 2. Business Models 3. 3. Value Chain Analysis
4. 4. Scanning Functional Resources and Capabilities 5. 5. Analysis Tools – SW portion of SWOT, TOWS
Matrix, Porter’s Four Corner Analysis VRIO Framework 6. 6. Strategic Audit Checklist for Organizational
Analysis
Chapter 5
PowerPoint Presentation 2 Discussion Boards Article:
"The Core Competence of the
Corporation."
YouTube Video – “Porter’s Value Chain Analysis of IKEA by Radd” (3:06 Minutes) March 16 – 20, 2015 Spring Break Week 5 March 21 – 27, 2015
Internal Scanning (Organizational Analysis) Continued 7.
8.
1 Discussion Board
YouTube Video – “Strategic Management: Internal Situational Analysis” (9:24 Minutes)
WEBEX – Preparing for 2nd Short Case Analysis, Saturday, March 21, 2015, 4:00 PM
2nd Short Case Write Up (Organizational Analysis)
DUE March 27, 2015 Week 6
March 28 – April 3, 2015
Strategy Formulation – Situational Analysis and Business Strategy Tool Strategy Diamond SWOT Approach Business Strategy Chapter 6 PowerPoint Presentation 2 Discussion Boards YouTube Video – “What is Strategy? The Three Levels of Business Strategy” (2:05 Minutes) YouTube Video – “Module 4 – Strategy Formulation Using Generic Strategies” (10:22 Minutes) Week 7 April 4 – April 10, 2015
Strategy Formulation – Corporate Strategy Directional Strategy Portfolio Analysis Corporate Parenting Chapter 7 PowerPoint Presentation 2 Discussion Boards Article:
Session Topic Reading/Activity
"From Competitive Advantage to
Corporate Strategy."
YouTube Video – “What is Good Corporate Strategy?” (4:46 Minutes)
Week 8 April 11 – 17, 2015
Strategy Formulation - Functional Strategy and Strategic Choice
Functional Strategy Sourcing Decision
Selecting the Best Strategy 1. Developing Policies
Chapter 8
PowerPoint Presentation 1 Discussion Board YouTube Video – “Strategy Analysis and Choice, Part 1” (7:17 Minutes)
WEBEX- Preparing for 3rd Short Case Analysis, Saturday, April 11, 2015, 4:00 PM
3rd Short Case Write Up – Analysis of Strategic Factors [SWOT], Situational Analysis, Review of Missions & Objectives, Strategic Alternatives & Recommended Strategy
DUE April 17, 2015 Week 9
April 18 – 24, 2015
Strategy Implementation – Organizing for Action What Must Be Done?
How Is Strategy to Be Implemented?
International Issues in Strategy Implementation
Chapters 9 PowerPoint Presentation 2 Discussion Boards Articles: 1.
"Strategy Shifts in MNC
Subsidiaries."
2.
"Effective Global Strategy
Implementation."
YouTube Video – “What is Strategy Implementation? A Quick
Overview” (4:29 Minutes)
Week 10 April 25 – May 1, 2015
Strategy Implementation – Staffing and Directing Chapter 10
PowerPoint Presentation 2 Discussion Boards
YouTube Video – “Why Strategy Implementation Fails” (5:25 Minutes)
Week 11 May 2 – May 8, 2015
Evaluation and Control in Strategic Management Measuring Performance
Strategic Information Systems
Chapter 11
PowerPoint Presentation 1 Discussion Board
Session Topic Reading/Activity
Strategic Incentive Management
1. YouTube Video – “Strategy Evaluation and Control” (10:22 Minutes)
WEBEX – Preparing for 4th Short Case Analysis
Saturday, May 2, 2015, 4:00 PM 4th Short Case Write Up – Strategy Implementation, Evaluation and control
DUE May 8, 2015 Week 12
May 9 – 15, 2015
Strategic Management Practices
Review of Real-World Case Case 18 Burger King (Mini Case) 2 Discussion Boards Podcast Center for Creative Leadership, Strategic Leadership – “Becoming a Strategic Leader” (approximately 4 minutes)
WEBEX – Final Project Check-In, Wednesday, May 13, 2015, 7:45 PM Week 13 May 16 – 22, 2015 Innovation
1. 1. Disruption/Business Model Innovation 2. 2. Design Thinking/Transient Advantage 3. 3. Blue Ocean Strategy
Case 32 - Dell Inc. Changing the Business Model (Mini Case) 2 Discussion Boards YouTube Video – “What is
Business Model Innovation?” (4:01 Minutes)
YouTube Video – “Blue Ocean
Strategy and the World” (7:45
minutes) Week 14
May 23 – 29, 2015
1. Course Summation
2. Strategic Management Resources 2 Discussion Boards PowerPoint Presentation YouTube Video – “Strategic Management” (4:27 Minutes) Final Project – Strategic Audit of a Corporation