BA 655 STRATEGIC MANAGEMENT SEMI

BA 655 STRATEGIC MANAGEMENT SEMINAR

Preliminary Course Outline

Catalog Description:

Analysis of the strategic environment; formulation and implementation of strategy. Role of top management and other stakeholders in setting the organization’s fundamental direction. Structure and control system design for strategic support.

Course Concept:

This course focuses on the formulation and implementation of strategy at the corporate, strategic business unit, and functional levels. As such, it will

Focus on managing the organization as a whole,

Emphasize the perspective of upper management,

Stress planning, strategy development, and strategy implementation in a complex and dynamic environment,

Integrate concepts from the various functional areas.

Traditionally courses such as this have used the case method as the primary teaching vehicle. However, in the last twenty-five years a substantial body of conceptual and empirical research has led to theories and methodologies of "strategic management." Therefore, the course has three major aspects:

An examination of strategic management theories and methods,

Application of these theories and methods, together with functional concepts, to real business situations using the case study method,

Development and presentation of formal analysis of business cases and industry strategies to a critical peer group. These will normally be developed by teams of students.

Course Objectives:

The primary objective is to develop the student’s ability to visualize the organization as a total entity interacting with a complex environment in an attempt to achieve strategic success. As a result of this course, the student should have started on a path to developing what Kenichi Ohmae calls "The Mind of the Strategist," where developments, opportunities, and actions are automatically viewed in terms of potential strategic consequences.

Secondary objectives are the development of technical analysis capability in the strategic area, improvement of the capability to work effectively in teams, and improvement of formal report preparation and presentation skills.

Required Course Texts:

The Strategy Concept & Process: A Pragmatic Approach, 2^nd ed., by Arnoldo C. Hax & Nicolas S. Majluf (Prentice-Hall, 1996).

Cases, articles and other handouts as assigned.

Recommended:

Competitive Advantage: Creating and Sustaining Superior Performance, by Michael Porter (The Free Press, New York, 1985).

The portable MBA in Strategy, edited by Liam Fahey & Robert M. Randall (John Wiley & Sons, New York, 1994).

Competing for the Future, by Gary Hamel & C.K. Prahalad (Harvard Business School Press, 1994). The 1996 paperback edition has a new preface, but otherwise is the same.

Leading the Revolution, by Gary Hamel (Harvard Business School Press, 2000)

Journals and periodicals: Harvard Business Review, Long Range Planning, Strategic Management Journal, Business Week, Fortune, Wall Street Journal, New York Times.

Note: Students are expected to have read the assigned materials for each class session before coming to class, unless specifically instructed otherwise.

General Organization of the Course:

The course meets on alternate Saturdays for a total of 8 classes. The classes will be conducted in an informal discussion as opposed to formal lecture format. The intent is a relaxed atmosphere facilitating free interchange of ideas and observations. The instructor will supply donuts, coffee, tea, and other hot beverage mixes.

Session 1 (Sept. 9): Introduction to strategic management and the course

The concept of "strategy." Value capture as the objective of strategy. Various perspectives on strategy; the strategic management process view; emergent vs. deliberate strategy. Formal strategic planning. Culture and style as a major strategic elements. Strategic environmental scanning. Sun Tzu: The First Strategist? Case assigned for Session 2 (Sept. 23): Republicans vs. Democrats: The Battle to Capture the National Government. [Text reference: Hax Ch. 1-5]

Session 2 (Sept. 23): Strategic mission. Strategic analysis concepts, models, methods, tools

Mission and definition of the business. The influence of stakeholders. Social responsibility and ethics. Characteristics of effective strategic analysis tools. The SWOT analysis tool. Industry analysis. The value chain. The strategic audit. Discussion of Republicans vs. Democrats: The Battle to Capture the National Government. [Hax Ch. 6-7]

Session 3 (Oct. 7): Single business strategy formulation and evaluation. Strategic analysis: "classic" vs. "revolutionary" perspectives

Competitive positioning and generic strategies. Business strategy formulation and evaluation. Revolutionary vs. evolutionary strategy formulation. The Hamel strategic model. [Hax: Ch. 7-8 case(s)/readings to be announced]

Session 4 (Oct. 21): Diversification and corporate strategy; resource allocation and portfolio management

Corporate level strategy. Business segmentation; horizontal coordination strategy; vertical integration. Broad objectives and stakeholder analysis. Corporate value creation, portfolio models, growth effects and the market value of the firm. Discussion of Case A. [Hax Ch. 9-17; cases(s)/readings to be announced]

Session 5 (Nov. 4): International and global business strategy

The global market, global sourcing, and global strategic management

Session 6 (Nov. 18): Student case presentations. Supporting strategies and approaches

Presentations of assigned cases B, C & D. Operational and functional strategy. Offensive & defensive strategy. [Hax Ch. 18-19; readings to be announced]

Session 7 (Dec. 2): Creativity, innovation, strategic management of technology

Creativity and innovation in strategy. Strategic significance of technology; the pattern of technological change. Entrepreneurial strategy. [Hax Ch. 20]

Session 8 (Dec. 16): Student industry and firm analysis presentations; course wrap-up

Note: The above course topic outline represents only a general course plan which may be modified somewhat to reflect specific student interests or new material that is encountered as the course progresses. The intention is to conduct the course as a broad ranging exploration of the issues associated with strategic management. Emphasis is on discussion and critiquing of ideas; traditional lecturing will be limited to critical ideas and methodologies. To allow maximum freedom for the exploration, the course organization given above is a guideline and not an inflexible schedule.

Grading Policy and Components:

This should be one of the last courses taken by MBA students, and you should not be in this course unless you are approaching the end of your MBA studies, or alternatively you have special permission from the instructor.

Initially each student is assumed to start from a basic reference grade level of B in the course, implying performance at an adequate level for maintenance of the B grade standard required for graduation in a master’s program. An A grade requires convincing evidence of excellence in several evaluation components, and at least normal performance in the others. A grade below a B implies less than normal performance in two or more of the evaluation components. Grading is based on the presence of such evidence, and not on computation of a grade through a weighing process. This allows each student some freedom to select grading components in which to demonstrate excellence.

Evaluation will be based on the following components:

Analysis of Microsoft and its enemies (team assignment, but you do not have to submit billable hours unless you choose to do so);

Analysis of Case A (individual assignment);

Analysis and formal report and presentation of an assigned case study from cases B, C, D (team assignment, and billable hours apply);

Industry analysis: review & monitoring of an industry during the semester to provide industry examples for class discussion, and industry summary report and presentation (team assignment);

Analysis of the strategy of a firm in your chosen industry (team assignment);

Note: Billable hours apply to Assignments (4) and (5), but the two assignments are to be considered as one whole for the billable hours.

Briefer "homework" (individual) assignments; and

Contribution to class discussion. Both quality and quantity will count. Peer rating may be used at the end of the course to help the instructor determine this.

Because maximizing the development of "the mind of the strategist," not only for the class as a whole but for each individual student, is the goal, the instructor may modify the above grading framework to fit special circumstances in individual cases by mutual consent.

There are no examinations in this course. There is a lot of reading, and a significant amount of formal student work is due during last class sessions. To avoid being crushed by too much work at that point, you can not delay starting on the assignments, and use team resources effectively. If you do this, you will quickly become overwhelmed.

In evaluating work, both content and style will be considered. Work not meeting professional standards may be rejected without being graded, and must be re-submitted. Peer as well as instructor rating will be used to evaluate a team’s formal presentations.

The normal assumption is that each team member makes a substantial (not necessarily equal) contribution to the completion of each team assignment. The billable hours records provide a means of estimating individual contributions to team assignments. Significant differences in perceived team member contributions could result in different grades for team members on particular assignments.

Instructor:

Prof. George A. Geistauts Phone: 786-4154 (wk) and 345-7033 (hm)

Fax: 786-4115

e-mail: afgag@uaa.alaska.edu

Secretary: 786-4133

Cell phone (normally off): 301-0637

Office: Business Education Building 308-H

Office hours: Wednesdays/Thursdays 5:00-6:50 PM

You may feel free to call me at home on any day of the week between 10:00 am and 10:00 pm; let phone ring at least five times before hanging up, and please identify yourself when I answer.

BA 655 – Fall 2006

CASE & INDUSTRY ANALYSIS ASSIGNMENTS

Application of concepts, theories, and methodology is a very effective way to learn how these work in practice and to develop an appreciation of their inherent limitations. It would be nice if we had a company to run for a semester, but because that is not possible we must practice on case studies. The major case study assignments are given below. Where reports are required, turn in two copies.

Case assignment 1: Republicans vs. Democrats: The Battle to Capture the National Government (Team assignment)

We are in the middle of a very hard-fought national election. The control of Congress is at stake in the Nov. 2006 election, and it will also set the stage for the presidential and congressional elections two years later. Analyze the strategies of both sides and their practical implementation.

As part of your analysis, use the Sun Tzu model of strategic conflict. Prepare a 7-to-10 page (approximately) summary of your analysis and be ready to discuss this during Class Session 2 (Sept. 23).

Case assignment 2: Case A (Individual assignment)

Analyze the strategic situation in Case A and be prepared to discuss this during Class Session 4 (Oct. 21). Summarize your analysis in a 5-page (approximately) report. (Note: Do not update the information given in the case handout; your analysis is to be based on the facts available at the time of the case, and not on subsequent actual events.)

Case assignment 3: Comprehensive business case—Cases B, C, D (Team assignment)

Each team will be assigned a case for analysis and formal presentation. The team should prepare a comprehensive analysis of the strategic situation of the assigned firm, and make strategic recommendations for the future. Teams should apply the appropriate models and methodologies in the text and handouts. The results should be reported to the class in the form of a formal oral presentation lasting about 30 minutes, followed by a brief discussion period. Each team must also prepare a comprehensive written report. (Two copies are due one week after the presentation session).

Every non-presenting student must read each case, so that we have a common background of information about the case situation. To provide individual as opposed to team practice in strategic analysis, each student must complete and hand in a brief strategic analysis for two cases for which he/she is not part of the presenting team. The suggested length is about 3-4 pages; one copy must be handed in. These are due the day the cases are being presented. Presentations are scheduled for Class Session 6 (Nov. 18).

Assignment 4: Industry analysis (Team assignment)

In order to provide industry examples for class discussion, each team must select and monitor an industry for the duration of the course. Particular focus should be on apparent strategies of firms in the industry, the performance of the firms, and the impact of changing industry conditions. The choice of industry will be from a set approved by the instructor. Products of this monitoring include:

1) Industry examples, illustrations, insights introduced into the class discussions,

2) Industry analysis using Porter’s Five Forces model (see Fig. 5-1), and presented at least in the formats similar to those of Figs. 5-7 through 5-16,

3) A "portfolio" of information about the industry, including notes, articles, printed analyses, investment reviews, and/or whatever else you run across that is useful (but please limit the stuff you can print off from the Internet to significant items). Preface your portfolio with a table of contents.

4) A formal written report on the strategic situation in the industry, and on what strategies have been viable, and which are likely to be viable in the future, with results presented to the class in a formal presentation. The industry presentation should be planned to take about 25 minutes.

Product (1) is required throughout the course; the presentation will be scheduled for the class session at the end of the semester (Session 8, Dec. 16) and the final product (3)—the industry portfolio—will be due on your presentation day. However, an interim product (3) is due Nov. 4^th, and will be reviewed and returned by the instructor. Your industry report (two copies)—product (4)—will be due by noon the Monday following the presentation. Your choice of industry must be approved by the instructor.

Assignment 5: Firm in your industry (Team assignment)

Each team must also select one firm in its industry for detailed strategic analysis. Your choice of a firm must be approved by the instructor. Your team must summarize the results in a formal written report and present them formally to the class. You should plan your presentation on the firm to be about 20 minutes long. The presentations are scheduled for Session 8. Your firm analysis will be presented the same day as your industry analysis. Your firm analysis reports (two copies) are due by noon for the Monday following your presentation.

Cautionary guidelines:

Presentation time limits must be observed; plan and test your presentations for time limits.

Make sure any visual aids used are readable from the back of the room.

Test any presentation disks on the media cart ahead of time to make sure they work.

Project Leadership and Billable Hours

You will be completing one or more team projects in this course. Each team project must be viewed as a "consulting assignment." Each team must appoint a team leader and assistant team leader. If there is more than one team project, you may change the leadership team between projects.

The duties of the team leader are to:

Provide general coordination of project efforts, meetings, etc.

Make decisions when the team cannot achieve a consensus.

Take overall responsibility for final editing of the project report(s).

Act as principal liaison with the instructor.

Sign off on team member "billable hours" logs.

The duties of the assistant team leader are to:

Support the team leader in the above activities.

Sign off on billable hours of the team leader.

Consultants bill clients on an hourly basis, with the usual minimum unit being a quarter of an hour. As "consultants" you are required to track your efforts on the project in terms of "billable" project hours, using the attached forms. Each team member is expected to record hours spent on the project, with dates and activities identified. You may round up to the nearest quarter hour. The specific task/activity must be identified. For example, some entry lines on the form might be.

9/12 1.25 hours Internet search for articles

9/14 .75 hours attend team meeting to review research

9/22 2.5 hours prepare Powerpoint presentation

All individual member logs must be signed by the individual team member and countersigned by the team leader. The team leader’s log must be countersigned by the assistant leader. All billable hour logs for the project must be submitted with the final report for that project.

There is no expectation that all team members have roughly equal numbers of billable hours on a project, and nature of the activities must also be considered. However, gross differences in billable hours between members may be grounds for the instructor to award different project grades to different team members.

Finally, in cases of massive non-contribution of a team member, other team members may "fire" the non-performer. However, this can only be done with consultation with the instructor.

In the case of relatively minor team assignments, you will be told by the instructor that the billable hours rules do not apply.

BILLABLE HOURS LOG

Team member: ____________________________________

Project: __________________________________________

Date	Hours	Activity/task


















Total Hours:

Team member signature: _______________________________________________

Team leader/assistant leader signature: ____________________________________

PRESENTATION RATING SHEET

Team members ____________________________________________________________________

Topic/Case _______________________________________________________________________

Instructions: Enter rating for each part in blank space next to item and add totals where indicated.

Guidelines for rating:

Lowest possible number – very poor or inadequate performance

Midpoint of range – adequate or average performance

Highest possible number – excellent or outstanding performance

I. Content (What was said during presentation)

a. Identification and explanation of central issues or points (1 to 5) _____

f. Adequacy of supporting facts (1 to 5) _____

g. Comprehensiveness and depth of analysis (1 to 5) _____

h. Objectivity of analysis (1 to 5) _____

II. Organization and style (How it was said)

a. Logical order of presentation (1 to 5) _____

b. Clarity of analysis and/or recommendations (1 to 5) _____

c. Quality of visual aids and/or handouts (1 to 5) _____

d. Confidence, poise, speaking ability of team (1 to 5) _____

III. Response to questions and criticism

a. Ability to understand questions or comments (1 to 5) _____

b. Knowledge of relevant facts of case or topic (1 to 5) _____

c. Ability to explain and/or defend position (1 to 10) _____

IV. Impact the extent to which you, the listener, can remember & agree with

The main points of the presentation (1 to 10) _____

V. General overall impression of performance (1 to 10) _____

Please add to get TOTAL: (80 points max) _____

What letter grade would you award to this presentation?

PUT COMMENTS ON BACK OF SHEET – IDENTIFY STRONG & WEAK POINTS