Course Description

This course examines the way in which organizations formulate and implement their strategic plans. The
key topics include systematic analysis of trends in the operating environment, analysis of the industry
and/or sector in which the organization operates, the identification of critical success factors and the
recognition of competences. Possible strategies are then identified before continuing to strategic choice
and the problems of implementation.

Full recognition is given to the fact that although strategic planning is a rational and logical process, it is
conducted on the basis of imperfect and volatile information. The course pays considerable attention to
risk management, and introduces the development and use of multiple‐scenario planning models. The
course is largely case‐based. Strategic planning at this level has significant research content. There is a
final examination. Instead, students are required to undertake a research project on a topic of strategic
interest. (A typical project would be to analyze, compare and contrast the strategies of two companies
in the same industry). The project results in a paper and in a presentation to the class.

Course Objectives

This course focuses on the task of managing an organization from a “big picture” perspective. Strategic
Management (SM) includes both strategic planning and implementation. It represents a systematic
“long‐term” approach used by for‐profits and non‐profits to help them consistently deliver stakeholder
value, sustain competitive advantages over rivals, grow, and accomplish performance objectives. As it
emphasizes management of the total enterprise, SM, is generally an executive‐level task, which requires
integration of skills and knowledge from a variety of areas such as finance, marketing, operations,
accounting, and human resources management..

 

Learning Goals

1. At the end of this course, students will be able to:
   Learn strategy as a dynamic fit between a firm and its environment, leading to sustainable
   competitive advantage and above‐average returns;
2. Be the ability to analyze organizations in terms of resources, capabilities and competencies;
   primarily focusing on strategic planning issues;
3. Understand: the SM process, competitive advantage, ethics and corporate social responsibility,
   analysis of the external and internal environment, functional‐level strategy, business‐level strategy,
   and corporate‐level strategy.

 

Bibliography

Textbook

Strategic Management, 6/E, Richard Lynch, ISBN‐10: 0273750925, ISBN‐13:
9780273750925, Publisher: Financial Times Press, Copyright: 2012

Grading System

Grade	Percentage	Quality	Credit Points
A	93 ‐ 100	Outstanding	4
A-	90 ‐ 92		3.75
B+	87 ‐ 89		3.5
B	83 ‐ 86	Good	3
B-	80 ‐ 82		2.75
C+	77 ‐ 79	Satisfactory	2.5
C	70 ‐ 76		2
F	0 ‐ 69	Failure	0

 

Course Outline

Session 1
Description	‐ Strategic management ‐ Analyzing the strategic environment
To read	Chapters 1, 3
To prepare	Discussion Questions ‐ DQ1 & DQ2 Writing assignment # 1
Session 2
Description	Analyzing resources and capabilities Strategy dynamics
To read	Chapters 4, 5
To prepare	Discussion Questions – DQ3 & DQ4 Writing Assignment # 2
Session 3
Description	Developing business level strategy options Developing corporate level strategy options
To read	Chapters 8, 9
To prepare	Discussion Questions – DQ5 & DQ6 Writing Assignment # 3
Session 4
Description	Strategy evaluation and development: the prescriptive process Organizational structure, style and people issues
To read	Chapters 10, 12
To prepare	Discussion Questions – DQ7 & DQ8 Writing Assignment # 4
Session 5
Description	Implementing and controlling the strategic plan Managing strategic change
To read	Chapters 13, 15
To prepare	Discussion Questions – DQ9 & DQ10 Writing Assignment # 5
Session 6
Description	Strategic leadership Entrepreneurial strategy
To read	Chapters 16, 17
To prepare	Discussion Questions – DQ11 & DQ12 Writing Assignment # 6
Session 7
Description	Government, public sector and not‐for‐profit strategies International expansion and globalization strategies
To read	Chapters 18, 19
To prepare	Discussion Questions – DQ13 & DQ14 Writing Assignment # 7
Session 8
Description	Strategy and business models. Final Project.
To read	Chapter 20
To prepare	Exam

 

Assessment

Discussion Questions / Participation
Percent of the final grade: 20%

Writing Assignments
Percent of the final grade: 20%

Midterm Exam
Percent of the final grade: 30%

Final Exam
Percent of the final grade: 30%

 

Academic integrity

Students are required to read UBIS Rules and Regulations on plagiarism and to acknowledge the
multiple forms that plagiarism takes along with the sanctions that can go as far as school exclusion.
Every infraction will be reported to the disciplinary board which will analyse the situation and
circumstances, and decide on the sanction to apply.

Academic dishonesty may take the forms of: 1. Plagiarism, i.e. copying the ideas or work of another
person without citing the source. This includes books, extracts of articles, tables, diagrams and material
from internet or other electronic sources. 2. Submission of work more than once, including work
submitted at a prior institution, unless prior approval has been obtained. 3. Cheating on an examination.
4. Submission of work that is not your own without citation. 5. Adding your name to work to which you
have not contributed or allowing another student to do the same. 6. Unauthorized or inappropriate use
of computers, calculators and other forms of technology in coursework, assignments or examinations.
All these can lead to disciplinary sanction.

Please refer to your student handbook for full details.