University of Massachusetts Lowell



University of Massachusetts Lowell

College of Management

66.490. Sections 001 & 207 Strategic Management

Fall 2008

Dr. Mark H. Mortensen

Version 3.0 – 12 October 2008

Major changes from Version 2.1 are shown in RED

Catalog Description: Strategic Management: An integration of knowledge in the various functional areas of management toward solutions of problems affecting the character and success of the total enterprise. Explores corporate strategy and its implementation via appropriate policies.

Place in BSBA Curriculum: required of all fourth year students in the College of Management. Prerequisites: 96 credits including 61.301, 62.301, 63.371, and 66.301.

Strategic Management:

• Strategic Management encompasses both the strategic planning process and the implementation of the resulting strategic plan to maximize the probability of accomplishing the company’s objectives. It is what CEO’s do (or should be doing) 100% of their time in running their companies. (Stanley Abraham)

• Strategic Management is that set of managerial decisions and actions that determines the long-run performance of a corporation. (Wheelan & Hunger)

• Strategic Management consists of competitive moves and business approaches to produce successful performance. It is a management’s plan to (1) run the business (2) strengthen the firm’s competitive position (3) satisfy customers and (4) achieve performance targets. (Thompson & Strickland)

• Strategic Management is choosing what to do – and what not to do – and then getting the organization to actually do it day-to-day. It is mostly about “doing the right thing” while much of the rest of management is “doing things right.” (Mark Mortensen)

Course Objectives:

• Become facile with the prevailing strategic management terminology, concepts and theories so as to be able to understand and converse with others about the strategic directions of a company,

• Understand corporate governance and how it influences strategic management of a company, and how it profoundly affects its future success,

• Learn how to take part in a strategic analysis as you identify central issues and courses of action in a framework you can convey to others in a compelling way,

• Be able to apply concepts learned in earlier courses in marketing, accounting, finance, management, production, and information systems towards achieving a set of corporate goals,

• Be able to include the impacts of a globalized economy in your strategic thinking,

• Begin to acquire the ability to recognize a good strategist, and a good strategy, both quantitatively and qualitatively,

• Improve your research capabilities to gather and interpret publically available data, turning it into understanding of the market and social forces to which businesses must constantly adapt.

Class Policies:

Attendance: I request, and expect, the students to attend class and to be there on time. I expect no more than one absence from the evening session during the semester – more than that will result in an automatic failure of the course.

Academic Honesty: Your University and this College expect high standards of ethical and moral conduct. Except on group projects, I expect you to prepare and present your own original work. The penalty for plagiarism or any other form of cheating will be failure of the course. Review the University’s statement of Academic Honesty/Plagiarism in the University Code of Academic Behavior as set forth in the Bulletin of Undergraduate Studies.

Course Etiquette: I expect each and every participant to be involved in the class, respect the views of others, and share their views with the rest of the class.

Late Work: Late work will have its grade reduced by one grade point for each 24 hours it is late.

Course Requirements:

1. Text Book: Hunger & Wheelen, Essentials of Strategic Managemen,t 11th Edition – available at the bookstore.

2. Harvard Business School Readings (Course # c24242): If you have not registered with Harvard Business Online, you will be required to do so. The URL



will provide you with a list of required materials for use in this course. The downloaded course materials may be encrypted using SealedMedia. If so, you can download the plug-in from .

3. These reports are selected for your Case Study analysis and supplemental reading:

Apple Inc., 2008

Starbucks Coffee Company in the 21st Century

Dunkin’ Donuts: Growth Strategy

Toyota Motor Corp.: Lauching Prius

Harley-Davidson: Preparing for the Next Century

4. Class Preparation: You are expected to arrive at class fully prepared to discuss the material assigned for that day.

5. Assignments and Examinations:

a. Group Projects: Each student will be assigned to a group to develop a strategic analysis of a company.

b. Assigned cases: Students are responsible for providing a written case analysis for four (4) mini cases provided to students during the session. The assignments are to be submitted via email as attachments. 4 – 6 students will present their assignments in the class.

c. Mid Term Examination and Final Examination.

d. Students are expected to participate in class discussions

Evaluation:

1. Individual Case/Company Assignments & presentation: (6 assignments, 35%)

2. Mid Term Examination (15%)

3. Final Examination: (10%)

4. Group Project – Strategic Analysis and presentation: (30%)

(see Group Project Description for detailed breakdown)

5. Quizzes (10%)

Your Instructor: Dr. Mark Mortensen



Office: No on-campus office

Telephone: 603-759-3507

Email: Mark_Mortensen@uml.edu

Office Hours: No Office Hours on Campus

Virtual Office Hours online Monday and Wednesday 4:00 to 5:00

phone at 603-759-3507

or skype at “markhmortensen”

Charts and Supplementary Materials will be posted on my Faculty Web Site at:



Class Schedule: Thursdays 6:00 PM to 9:00 PM from 4 September to 11 December

NOTE: There will be some shifting in what we cover in which week. This syllabus will be re-released if changed. I am endeavoring to get some outside speakers, CEOs and strategists of local companies, to address the class.

|Class |Class Actions at this session |Assignment for next session |

|Session | | |

|Session 1 |Introductory class |Read Chapter 1 |

|(Sept 4) |Discuss group project, assignments and requirements |Read Chapter 2 |

| |Lecture, Discussion Chapter 1: Basic Concepts of Strategic Management |Do Assignment #0 by next Monday. |

| |Introduce Assignment #0 | |

| |Introduce Assignment #1 (Starbucks and Dunkin’ Donuts on-site and web | |

| |research) | |

|Session 2 |Lecture & Discussion of Case Study Methodology |Read Chapter 3 |

|(Sept 11) |Lecture/Discussion Chapter 2: Corporate Governance and Social |Read Apple Computer (HBSP) |

| |Responsibility | |

|Session 3 |Assignment #1 due (Starbucks and Dunkin’ Donuts on-site and web |Read Chapter 12 Strategic Issues in |

|(Sept 18) |research) |Managing Technology and Innovation |

| |Assignment #1 discussion |Re-read Apple Computer (HBSP) |

| |Discussion on Case Analysis (Apple) |Study for Quiz on Chapters 1-3 |

| |Lecture, Discussion Chapter 3: Ethics and Social Responsibility in | |

| |Strategic Management | |

|Session 4 |Quiz on Chapters 1-3 |Read Chapter 4 |

|(Sept 25) |Discussion on Case Analysis (Apple) |Do Assignment #2 |

| |Lecture/Discussion Chapter 4: Internal Scanning: Industry Analysis | |

| |Introduce Assignment #2 (Dunkin’ Donuts) | |

|Session 5 |Assignment #2 (Dunkin’ Donuts) due |Read Chapter 5 |

|(Oct 2) |Presentations and discussion on Assignment #2 (Dunkin’ Donuts) |Do Assignment #3 |

| |Lecture/Discussion Chapter 5: Internal Scanning: Organizational | |

| |Analysis | |

| |Introduce Assignment #3 (Starbucks) | |

|Session 6 |Assignment #3 (Starbucks) due |Read Chapter 6 |

|(Oct 9) |Presentations and discussion on Assignment #3 (Starbucks) |Read Chapter 7 |

| |Lecture, Discussion Chapter 6: Strategy Formulation: Situation | |

| |Analysis and Business Strategy | |

|Session 7 |Lecture, Discussion Chapter 7: Corporate Strategy |Read Chapter 8 |

|(Oct 16) |Lecture, Discussion Chapter 8: Strategy Formulation: Functional |Study for Mid-Term (Chapters 1-8) |

| |Strategy and Strategic Choice | |

| |Review session for mid-term | |

|Session 8 |Mid Term Test (Chapters 1 to 8) |Do Assignment #4 (Harley-Davidson) |

|(Oct 23) |Video on Newbury Comics |Read Chapter 9 |

| |Discussion on Group Project | |

| |Introduce Assignment #4 (Harley-Davidson) | |

|Session 9 |Assignment #4 (Harley-Davidson) Due |Read Chapter 10 |

|(Oct 30) |Lecture, Discussion Chapter 9: Strategy Implementation: Organizing for| |

| |Action | |

| |Lecture/Discussion Chapter 10: Strategy Implementation: Staffing and |Do Assignment #5 (Toyota Motors) |

| |Directing | |

| |Introduce Assignment 5 (Toyota Motors) | |

|Session 10 |Lecture/Discussion Chapter 11: Evaluation and Control |Read Chapter 11 |

|(Nov 6) |Assignment 5 (Toyota Motors) due |Read Group project template |

| |Introduce Group project template and material. |Study for Quiz on Chapters 9-11 |

|Session 11 |Quiz on Chapters 9-11 |Read Chapter 13 Strategic Issues in |

|(Nov 13) |Lecture/Discussion Chapter 10: Strategy Implementation: Staffing & |Entrepreneurial Ventures and Small |

| |Directing |Businesses |

| |Introduce Assignment #6 (Nakina) |Do Assignment #6 (Nakina) |

| |Work on Group Project in class | |

|Session 12 |Assignment #6 (Nakina) due |Work on Group Project |

|(Nov 20) |Guest Speaker – John Borden, Entrepreneur and President & CEO of | |

| |Nakina Corp. | |

| |Work on Group Project in class | |

|No Class |No Class – Thanksgiving |Work on Group Project – Prepare |

|Thanksgiving |Eat Turkey (or Turkey-tofu) |presentation and discussion material |

|(Nov 27) | | |

|Session 13 |Presentations of Group Projects |Prepare formal paper for Group Project |

|(Dec 4) |Video on Newbury Comics (II) |Study for Final Exam on Chapters 1-11 |

| |Review session for final exam | |

|Session 14 |FINAL EXAM, COVERING CHAPTERS 1-11 IN CLASS – closed book |Prepare formal paper for Group Project |

|(Dec 11) | | |

|Dec 18 |Group Project Formal Paper Due by 11:59PM |GRADUATE! |

Acknowledgements:

Many thanks to Prof. Ashwin Mehta, on whose syllabus this is based, and for all of his help in getting me on board at UML.

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