1
MEMORIAL UNIVERSITY OF NEWFOUNDLAND Faculty of Business Administration
Business 4050, Strategic Management Section 001, CRN: 58908 Fall 2014 Course Information and Schedule
The Memorial University of Newfoundland Code All members of the Memorial University of Newfoundland Community, which includes students, faculty, and staff, shall treat others with respect and fairness, be responsible and honest, and uphold the highest standards of academic integrity. CALENDAR DESCRIPTION Introduces students to the strategic management approach. The course builds upon the knowledge and concepts developed in Business 1000 and prepares students for later business courses in their programs, especially Business 7000. Through experience and analysis in and of real or reality-based situations and issues, students will develop critical and integrative thinking and information literacy. Activity and action components of the strategic management process are the basis for student learning. The purpose of this course is to recognize the importance of situational analysis and strategy in the management process, including business functional and organizational integrative thinking, and decision-making regarding courses of action, resource allocation, and leadership. Prerequisites: BUSI 1600, BUSI 2010, BUSI 2101, BUSI 2210, BUSI 2400, BUSI 3310, BUSI 3401 Co-requisites: BUSI 4000 and BUSI 4330
2 INSTRUCTOR CONTACT INFORMATION Instructor: Office: Office hours:
Mr. Michael J. Green BN-2013 To established with the class or by appointment. Students can set up appointments by email. As well, students can drop in.
E-mail:
D2L Shell Email
CLASSES Tuesdays and Thursdays in room BN3010, 9:00 am – 10:15 pm TEXTBOOKS AND MATERIALS Required: Strategic Management, Custom Publication Ebook from McGraw-Hill, 2014. CEI ISBN 9781259262548 This Ebook consists of the following chapters from: J.A. Pearce and R.B. Robinson, Strategic Management - Planning for Domestic and Global Competition, 13th Edition, New York NY: McGraw-Hill Irwin, 2013. Ch.1. Strategic Management Ch.2. Company Mission Ch.4. The External Environment Ch.5. The Global Environment Ch.6. Internal Analysis Ch.7. Long-term Objectives and Strategies Ch.8. Business Strategy Ch.9. Multibusiness Strategy Ch.11. Organizational Structure This ebook can be purchased through the Bookstore and the payment code on the purchase receipt can be used to pay for the ebook from the McGraw-Hill website. Purchase information is: Strategic Management - 1308142129 CEI ISBN 9781259262548 Price: 40.95 The ebook can be accessed via the website below: Ebook: Strategic Management URL: https://create.mcgraw-hill.com/shop/#/catalog/details/?isbn=9781308142128 Business Ethics and Responsibilities, 2014 Edition, Custom Publication Ebook from McGraw-Hill, 2014. CEI ISBN 9781259264061 This Ebook contains the following chapters from R.W. Sexty, Canadian Business and Society:
3 Ethics, Responsibilities and Sustainability, Third Edition, McGraw-Hill. 2014. -
Identifying Stakeholders and Issues Stakeholder Relations and Analysis Ethics of Business: The Theoretical Basis Corporate Social Responsibility: The Concept
This ebook can be purchased through the Bookstore and the payment code on the purchase receipt can be used to pay for the ebook from the McGraw-Hill website. Purchase information is: Business Ethics and Responsibilities - 1308138849 CEI ISBN 9781259264061 Price: 13.95 The ebook can be accessed via the website below; Ebook: Business Ethics and Responsibilities URL: https://create.mcgraw-hill.com/shop/#/catalog/details/?isbn=9781308138848 Pearson Customer Course Pack CoursePack Title: Business 4050 CoursePack ID: 469786 Page Count: 138 CoursePack ISBN: 1269608053 This Ebook contains the following cases: - Chateau des Charmes (R. Cruikshank and K.F. Harling, Case Research Journal, Vol.17, Issues 1+2, (Winter/Spring 1997), p.17. and NACRA.) - Dell Inc. in 2009 (Ivey case no. 9B08M093) - Ganong Bros. Limited (Ivey case no. 9B05M011, version (A) 2009-09-30) - Mactara Limited and the Wood Products Industry in Nova Scotia (Ivey case no. 9B07M070, version (A) 2008-08-26) - Plant Nutrients Inc. (Ivey case no. 9B04A013, version (A) 2009-10-07) - Research in Motion: Entering a New Era (S. Carayannopoulos, Case Research Journal, Vol.27, Issue 2, (Spring 2007), pp.17-43, and NACRA No. CRJ2709) - Victoria Heavy Equipment Limited (Ivey case no. 9B08M037, version (A) 2008-04-15) ONLINE ACCESS: To purchase the CoursePack: 1. Go to: http://coursepacks.xanedu.com/login.shtml?PackId=469786 2. If you have previously registered for another CoursePack, log in. If not, click the Student Registration link. Complete the registration page and click Submit. 3. Confirm your CoursePack selection and click Continue. 4. Complete your billing information, confirm and click Submit. 5. After completing the purchase pages, you will be taken to your CoursePack. 6. If you have problems, contact XanEdu Customer Service at 1-800-218-5971 (option 4) or email
[email protected]. 7. Each individual student must purchase his/her own access to the CoursePack.
4 Additional: Readings and other materials may be recommended or distributed during the course or may be made available through the course website. Further Reading: J.I. Moore. (2001). Writers on Strategy and Strategic Management – Theory and Practice at Enterprise, Corporate, Business and Functional Levels, 2 nd Edition, Toronto: Penguin Books Canada Ltd. ISBN: 0-14-028444-3 R. Koch. (2006). The Financial Times Guide to Strategy, Third Edition, FT Prentice Hall, London. ISBN-13: 978-0-273-70877-3 C.S. Fleisher and B.E. Bensoussan. (2003). Strategic and Competitive Analysis, Prentice-Hall. ISBN: 0-13-088852-4. L. Elder and R. Paul. (2005). The Foundations of Analytic Thinking, The Foundation for Critical Thinking. ISBN: 0-944583-19-9 L. Elder and R. Paul. (2005). The Art of Asking Essential Questions, The Foundation for Critical Thinking. ISBN: 0-944583-16-4 R. Paul and L. Elder. (2004). The Miniature Guide to Critical Thinking Concepts and Tools, The Foundation for Critical Thinking. ISBN: 0-944583-10-5 COURSE WEBSITES A D2L shell may be set up for each course section, to provide a discussion forum and a student-accessible record of marks. STUDENT LEARNING OUTCOME OBJECTIVES Learning objectives for this course are based on Bloom’s taxonomy. Going further than basic knowledge and comprehension, they emphasize application, situation analysis, synthesis and evaluation. Objectives are described below. Knowledge and Comprehension: Be able to define and describe the concepts and techniques of strategic management, including theoretical, categorial frameworks for these concepts and techniques, and including ethical and international dimensions. Be able to describe examples and illustrations of the concepts or techniques of strategic management, including ethical and international dimensions, as they may be evident in business or organizational situations. Application: Be able to appropriately and effectively apply the concepts and techniques of strategic management, and their theoretical, categorical frameworks, including ethical and
5 international dimensions, to business and organizational strategic situation analysis and planning realities. Situational Analysis and Synthesis (Problem Identification and Solving): Based on the concepts of strategic management and their theoretical, categorical frameworks, including ethical and international dimensions, be able effectively to undertake strategic situation analysis and planning. Evaluation (Critical Thinking): Based on strategic management concepts, and their theoretical, categorical frameworks, including ethical and international dimensions, be able effectively to make critical analysis and planning assessments and judgments with stated rationales and criteria. Specific learning objectives are provided at the start of each chapter in the J.A. Pearce and R.B. Robinson, Strategic Management - Planning for Domestic and Global Competition textbook. Objectives and themes are provided for each case study discussed in the course in the contents pages of the casebook. Additional objectives for each case, included those specified as study questions, are provided in a separate handout. AACSB ASSURANCE OF LEARNING The Faculty of Business Administration and its programs are accredited by the Association to Advance Collegiate Schools of Business International (AACSBI). As part of the maintenance of its accreditation, the Faculty must provide assurance of student learning in its degree programs, and also demonstrate that it is working to improve the quality of student learning. Work submitted by students as part of the requirements for this course may be analyzed for accreditation purposes. Any analysis will be anonymous and will not affect student grades in the course. PROFESSIONALISM A professional atmosphere in the classroom promotes a positive learning environment. Examples of professional work habits are: * * * * *
Preparing properly for all classes Arriving on time Turning-off mobile phones. Not using laptop PCs for non-course-related activities Honouring commitments made to workgroup members.
COURSE SCHEDULE Chapters are from the J.A. Pearce and R.B. Robinson Strategic Management - Planning for Domestic and Global Competition textbook, and from the Business Ethics and Responsibilities, (BER) Custom Publication. Cases are located in the course packs as noted above. Reading assignments for each class are listed in the course schedule. To get the most out of this course, students should complete the assigned readings or case analysis before the topic or case is covered in class.
6 Course content and pedagogy are subject to variation in order to allow for flexibility in student learning. In particular, any case discussion may be continued into a subsequent lecture class if this is perceived to be a more effective contribution to student learning. The appearance of any item or topic in this schedule does not necessarily mean that it will be formally covered in class. Items or topics not appearing in this schedule may be discussed by the instructor or may be raised by students.
MODULE 1. STRATEGIC MANAGEMENT AND STRATEGY September 4 (Thursday)
Session 1
Introduction to the course Strategic Situation Analysis and Planning Approach September 9 (Tuesday)
Session 2
P&R Ch.1.Strategic Management Strategic Situation Analysis and Planning Approach - Strategy Concept MODULE 2. ENVIRONMENT, OPERATIONS/RESOURCES AND ORGANIZATION: LINKAGES TO STRATEGY September 11 (Thursday)
Session 3
P&R Ch.2. Company Mission Strategic Situation Analysis and Planning Approach - Strategy Concept September 16 (Tuesday)
Session 4
P&R Ch. 8. Business Strategy (See also: P&R Ch.7. Long-Term Objectives and Strategies, pp.197-207) September 18 (Thursday) P&R Ch.4. The External Environment (See also:
BER Identifying Stakeholders and Issues BER Understanding Stakeholder Relations)
Session 5
7 September 23 (Tuesday)
Session 6
Case: Mactara Limited and the Wood Products Industry in Nova Scotia September 25 (Thursday)
Session 7
P&R Ch.6. Internal Analysis September 30 (Tuesday)
Session 8
Case: Dell Inc. in 2009 MODULE 3. STAKEHOLDERS AND CORPORATE SOCIAL RESPONSIBILITY October 2 (Thursday)
Session 9
P&R Ch.11. Organizational Structure October 7 (Tuesday)
Session 10
Mid-Term Review October 9 (Thursday)
Session 11
Mid-Term Quiz October 14 (Tuesday)
Session 12
Mid-Term Break – No Classes October 16 (Thursday)
Session 13
P&R Ch.7. Long-Term Objectives and Strategies MODULE 4. STRATEGIC SITUATION ANALYSIS AND STRATEGY FORMULATION Finding and Using Information October 21 (Tuesday)
Session 14
Case: Chateau des Charmes (using SSAP Wednesday October 22nd: Final date for undergraduate students to drop courses without academic prejudice. October 23 (Thursday) P&R Ch.5. The Global Environment
Session 15
8 October 28 (Tuesday)
Session 16
Case: Ganong Bros. Limited Using SSAP Method - Product line sales revenue and profit analysis October 30 (Thursday)
Session 17
Case: Research in Motion: Entering a New Era (using SSAP Method) MODULE 5. BUSINESS AND MANAGEMENT ETHICS AND CORPORATE GOVERNANCE November 4 (Tuesday)
Session 18
P&R Ch.9. Multibusiness Strategy November 6 (Thursday)
Session 19
Case: Plant Nutrients Inc. (using SSAP Method) MODULE 6. CORPORATE STRATEGY CONSIDERATIONS November 11 (Tuesday)
Session 20
No Classes – Remembrance Day November 13 (Thursday)
Session 21
Case: Plant Nutrients Inc. (using SSAP Method) November 17 (Monday) Group Cases Project Due via Dropbox November 18 (Tuesday)
Session 22
BER Chapter. Identifying Stakeholders and Issues BER Chapter. Understanding Stakeholder Relations November 20 (Thursday)
Session 23
BER Chapter. Ethics of Business: The Theoretical Basis November 25 (Tuesday) BER Chapter. Ethics of Business: The Theoretical Basis Discussion questions and cases Other discussion cases to be announced
Session 24
9
November 27 (Thursday)
Session 25
BER. Corporate Social Responsibility: The Concept MODULE 7. REVIEW December 2 (Tuesday)
Session 26
Review of course content Classes end: Wednesday December 3 Examinations begin: Monday December 8 Examinations end: Wednesday December 17 EVALUATION % Weighting In-term Examination
25
October 9th
Final Examination
35
Exam period
Case Preparation & Discussions
15
Case Report
25
TOTAL
100
EXAMINATIONS In-Term Examination 1 This will be held in class time on October 9th. The examination will be based on textbook material. Coverage and format will be confirmed. Students with Learning Disabilities Regarding examinations, any such students should contact the Blundon Centre at the start of the semester and arrange for their needs to be accommodated. Digital Devices in Examinations Students will be advised whether a calculator is needed in an examination. No other digital devices are allowed, including cell phones and electronic dictionaries. This means that students cannot use their cell phones as time clocks during examinations.
10 The Faculty of Business Administration Policy on Use of Electronic Devices during Midterm and Final Examinations is as follows: Unless otherwise approved by the course instructor, calculators (a) must be non-programmable and non-communicating, (b) must not have the ability to store text, and (c) must not have graphing capability. Students who are unsure whether their calculators are admissible should check with the course instructor before the examination. Electronic dictionaries are not permitted in examinations. Students whose first language is not English may use a printed paper dictionary, which can be checked by the invigilator before the start of the examination. CASE DISCUSSIONS Attendance and participation will contribute to this mark. Individual attendance at case discussion classes will be monitored. Non-attendance will lead to some corresponding reduction in an individual’s Case Discussion mark. Submissions will be used as part of the case participation grade. Questions will be assigned one week prior and submission are required on day of class, prior to class. Groups will be constituted to facilitate case preparation for classroom discussions, and for the final case assignment. Groups may be assigned particular questions or items of analysis for preparation and, perhaps, for presentation. All cases are self-contained and extra research is not expected. CASE ASSIGNMENT Case: Victoria Heavy Equipment Due date: November 17th via Dropbox The case is self-contained extra research is not expected. This is a group assignment. Expected length and format of the report will be confirmed. Students should read the ―Faculty of Business Administration Guidelines on Consultation and Group Work‖ included at the end of this document. In line with University Regulations 5.6.4 Good Writing Skills, and 5.8.3 Good Writing, the standard of written English will be taken into account in grading written assignments. Group Grade The same grade will be given to the group members whose names are included on the cover page of the report that is handed in. If a group member does not contribute sufficiently the other group members can decide not to include that individual’s name on the cover page. A student whose name is not included will not be given a grade but will be given the opportunity to submit a case assignment report individually. Late Assignments Assignments should be submitted at or before the dates and times indicated in the course schedule. Late papers are likely to receive a reduced grade: * 20% reduction if submitted within 24 hours of the deadline; * An additional 2% reduction for each additional calendar day thereafter.
11 These penalties may be waived or reduced in the case of exceptional circumstances, properly documented. PUBLISHED MATERIALS IN THE CLASSROOM: NOT AN APPROVED USE Using published material in classroom projection equipment, and photocopying or scanning material for distribution in the classroom or through a course website, generally are not approved uses of such material. For example, in the past, Business Week has indicated to this instructor that it does not grant permission for classroom projection, and does not permit any photocopying or scanning of its published printed material. It is likely that other publishers of business and management journals and magazines follow similar policies. Materials from company websites or publications, such as company logos, product information and financial information, also cannot be presumed to be approved for use in classroom projection equipment. Similarly, it cannot be presumed that photocopying or scanning of such materials for distribution to students is permitted. According to a memorandum circulated to the university community in January 2012 by the Provost:
“It is crucial that faculty, staff and students are compliant with Memorial’s copyright policies when making copies of copyrighted materials, whether paper, digital or otherwise. Failure to comply with Canadian copyright law may result in serious consequences for the university and/or the individuals involved in any instance of copyright infringement. It is the responsibility of the individual making a copy to avoid copyright infringement.” This instructor has been unable to obtain specific advice on procedures for ensuring that copyrights are not infringed when published materials are used in the classroom. Therefore, to “avoid copyright infringement” and the “serious consequences” that may result, only publishers’ textbook, case package and instructor support materials will be used in this course. Students should not infringe any publisher or company copyrights in their classroom contributions or presentations. Students therefore should use only textbook and case package materials, and not include any other published materials from any other sources. PROHIBITION OF RECORDING OR COPYING The lectures and displays (and all material) delivered or provided in the course: Business 4050: Strategic Management 1, by the faculty member, Dr. Michael D. Skipton, including any visual or audio recording thereof, are subject to copyright owned by Dr. Skipton or the textbook publisher. It is prohibited to record or copy by any means, in any format, openly or surreptitiously, in whole or in part, in the absence of express written permission from Dr. Skipton and/or the textbook publisher, any of the lectures, materials provided or published in any form, during or from the course.
12 FEEDBACK FROM STUDENTS This instructor will be pleased to receive student feedback, questions or concerns regarding expectations, course materials, pedagogy, classroom experiences, etc. Responsive changes can be made during the course and this is more effective than students waiting until the end of the course to raise matters, when nothing can be done. SCHOLARLY INTEGRITY The Memorial University of Newfoundland Code All members of the Memorial University of Newfoundland Community, which includes students, faculty, and staff, shall treat others with respect and fairness, be responsible and honest, and uphold the highest standards of academic integrity. University Regulation 5.11.1 Principles Within the university community there is a collective responsibility to maintain a high level of scholarly integrity. Students are expected to adhere to those principles which constitute proper academic conduct. Academic misconduct cannot be condoned or even appear to be condoned. Students have the responsibility to know which actions, as described under Academic Offences, could be construed as dishonest or improper. Students are reminded that for further guidance on proper scholarly behavior they should seek advice from their instructors and faculty advisors. For further information, see General Regulation 5.11 in the University Calendar. Students are advised to familiarize themselves with university regulations: - 5.11.2 General Information - 5.11.3 General Procedure - 5.11.4 Academic Offences. Committing an academic offence can result in a range of penalties up to and including expulsion from the University. STUDENT EVALUATION - REGULATIONS This outline is intended to be in line with the following University Calendar regulations: - 5.6.2 Informing Students of the Method of Evaluation - 5.6.4 Good Writing Skills - 5.6.6 Correction and Return of Student Work - 5.7.1 Scheduling of Examinations Students can familiarize themselves with these regulations. 5.8.3 Good Writing 1. Students at all university levels should have reasonably sophisticated and effective communication skills and are expected to demonstrate proficiency in logical organization, clarity of expression and grammatical correctness. Good writing is expected of students in all courses. Upon graduation students should be capable of expressing complicated ideas clearly
13 and concisely and should be able to develop arguments in a logical manner. When, in the judgment of the instructor, a student persistently fails to display a reasonable standard of writing, the instructor may consider this when assigning a final grade. 2. Good writing is characterized by the following qualities: Content - critical insight and freshness of thought, - clear and penetrating ideas, - perceptive, pure grasp of subject, - intelligent use of primary and secondary sources, and - a sense of completeness about the handling of the topic. Organization - effective introduction and conclusion, - main idea is clear and logical development follows, - smooth transitions, and - good use of details. Style - appropriate, accurate, precise and idiomatic diction, and - sentences varied in kind, length and effect. Mechanics - consistently correct spelling, - accurate use of punctuation, - grammatically correct sentences, and - well organized paragraphing. FACULTY OF BUSINESS ADMINISTRATION GUIDELINES ON CONSULTATION AND GROUP WORK General Remarks These guidelines are intended to help students in the preparation of written work to be handed in—case analyses, assignments, essays, computer programs, etc. In the Faculty of Business Administration, written work is done: (1) individually; or (2) individually, but with consultation among students permitted or encouraged; or (3) in groups of two or more. The instructor will specify the category into which written work in the course falls. The instructor may do this orally or in writing. If a student is unsure what is permitted, it is the student’s responsibility to ask the instructor whether and to what degree consultation is allowed. Individual Work In the case of work to be completed individually, consultation with others is not permitted. Identical or nearly identical work may be regarded as plagiarism. Consultation Is Permitted or Encouraged, but Individual Papers Are Submitted In this case, students are permitted/encouraged to consult with each other, but each student must submit his or her own paper, representing his or her own understanding. Since each student’s understanding will be different, even when consultation has taken
14 place, each student’s wording is expected to be different: the wording must therefore not be identical to or nearly identical to the wording of any other student’s, although the content it represents may be the same. Identical or nearly identical wording may be regarded as plagiarism. To avoid producing identical or nearly identical wording, it is suggested that students prepare a draft before consulting with others. The draft then can be modified based on discussions with other students. Group Work Group work requires collaboration among and contributions from all group members. A single paper, representing the work of the group as a whole, is to be submitted. If a group member is not making an appropriate contribution, students are advised to discuss the problem with the individual as soon as possible. Complaints should be supported by documentation (e.g., written records of scheduled group meetings missed, commitments not honored). If the problem cannot be resolved within the group, students should consult with the instructor. Adjustments to individuals’ grades may be made at the discretion of the instructor. Avoiding Plagiarism Some assignments may require students to use information from other sources. Such information may take the form of quotations, summaries, paraphrases, or facts or ideas that are not common knowledge. Whatever its form, the source of the information must be clearly documented by in-text citations referring to a list of references at the end of the paper. Omitting such documentation is plagiarism. Plagiarism is a very serious academic offence. For detailed information on how to document sources properly, students are referred to: Finnbogason, J., and Valleau, A., A Canadian Writer’s Pocket Guide (Second Edition), Scarborough, ON: Nelson, (a division of Thompson Canada Limited), 2002. The preferred format for documentation in the Faculty of Business Administration is the APA style
