GRADUATE BUSINESS SCHOOL FACULTY OF BUSINESS MANAGEMENT MGT 790 STRATEGIC MANAGEMENT Course Outline 2011

Course Prescription Strategic Management is the process and practice of managerial decision making and implementation that seeks to create and maintain competitive advantage. In essence it determines the long term performance of a business and as such is the role of the senior executive members to refine but the responsibility of all to roll out. Included in the process is comprehensive environmental scanning, strategy formulation (strategic planning), strategy implementation, and monitoring. Students in this course will review how the strategic decision makers within an organisation first identify, define and analyse commercial problems and then develop practical and ethical solutions. It provides a practical guide for, and an initial experience in, strategy formulation and strategic management. Class time will be largely spent in lecture, discussion, case studies and experiential exercises. Students will learn from the theoretical literature, instructor, case studies, videos, research presentations, and from each other. The course materials explain and describe the different aspects, challenges, and stages of strategic management simply and clearly. Goals of the Course To examine and understand the nature and role of strategy, strategic management and strategic leadership within an organization. Learning Outcomes 1. 2. 3. 4. 5. To develop skills in strategic analysis, development and implementation. To explore competing rationales relating to the nature and purpose of business. To critically review the received wisdom on strategic management practice. To review strategic decision-making practises in business. To further develop the presentation skills required to effectively communicate strategic recommendations to important stakeholders.

Competencies 1 The student will be introduced to: a. Diagnostic tools for enhancing self-awareness of thinking styles. b. The concepts of Strategy, Strategic Management and Strategic Leadership. 2. The student will understand: a. Why and how business strategies are formulated and implemented. b. The importance of Strategic Leadership to business success.

3. a. b. c. d.

The student will be able to: Undertake an industry analysis. Generate, select and refine strategic options Develop strategic plans. Present written and oral business reports.

Content Schedule
Teaching Session/ week 1. 3/1 11 2. 10/1/11 Subject Readings/activities Learning Outcomes 1,3

Preliminary session Introduction

homework

3. 17/1/11

Strategy: Evolution homework

critically review: a. Nickols Strategy Definitions and Meanings b. Porter What is Strategy? a. Introductions/expectations b. Thinking Styles individual exercise c. Discussion the Nature of Strategy critically review: a. O'Shannassy Lessons from the Evolution of the Strategy Paradigm b. Ghemawat Competition and Business Strategy in Historical Perspective a. Compare and contrast OShannassy and Ghemawat b. Presentation Group formation critically review :

1,3

2,3

2,3,4 2,3

Industry Analysis the fundamentals

4. 24/1/11 Strategic Analysis homework Group report/presentations Analysing the firm and business environment 2,3,4

critically review : a. Kim and Mauborgne. Blue Ocean Strategy b. Christensen and Donovan The Process of Strategy Development and Implementation Group report/presentations

2,3,4

5. 31/1/11 6. 7/2/11

Mid Semester Break Strategic Formulation (Group Independent Study- no class meeting) homework

a. Designed to win b. In your group prepare a five minute presentation that compares and contrast s Kim and Mauborgne Blue Ocean Strategy and Christensen and Donovan The Process of Strategy Development and Implementation critically review: Camillus Linking Strategic Vision and Managerial Action Cohen and Cyert "Strategy; Formulation, Implementation and Evaluation" Group report/presentations a. implementing strategy b. Designed to win presentations c. Compare and contrast Camillus Linking Strategic Vision and Managerial Action and Cohen and Cyert "Strategy; Formulation, Implementation and Evaluation" critically review: a. Goleman What Makes a Leader b. Kim and Mauborgne "Tipping point leadership" Group report/presentations Role of leadership in strategic management

1,2,3,4,5

2,3,4

7. 14/2/11

Strategy: implementation

1,2,3,4,5

homework

1,2,3,4

8. 21/2/11

Strategic Leadership homework

1,2,3,4,5

critically review: a. Keer and Werther TheNext Frontier in Corporate Governance: Engaging the Board in Strategy b. Ingley and Wu The Board and Strategic Change Group report/presentations

1,2,3,4

9. 28/2/11

Corporate Governance and Strategy homework

a. Assignment 1: individual essay to be handed in b. Corporate Governance role in strategy formulation c. Role of Board of Directors and strategy formulation critically review: Drucker What Makes and Effective Executive Group report/presentations a. Top Management Teams and Strategy Formulation lecture b. Role of Top Management Team and strategy formulation - discussion critically review: a. Schoemaker Scenario Planning: A tool for Strategic Thinking b. Scenarios: An explorers guide Group report/presentations a. The purpose and value of Strategic Management tools b. Scenario Planning

1,2,3,4,5

1,2,3,4,5

10. 7/3/11

Top Management Team and Strategy homework

1,2,3,4,5

1,2,3,4

11. 14/2/11

Strategic Management Tools homework

1,2,3,4,5

critically review: a. Kaplan and Norton Using the Balanced Scorecard as a Strategic Management System b. Kaplan and Norton Building a Strategy-Focused Organization Group report/presentations The Balanced Scorecard

1,2,3,4

12. 21/2/11

Strategic Management Tools homework

1,2,3,4,5

13. 28/2/11

Future directions for Strategic Management homework

critically review: Hart. Beyond Greening Strategies for a Sustainable World Group report/presentations The green challenge to business strategies

1,2,3,4

1,2,3,4,5

critically review: a. Proton Case Study b. Air Asia Case Study Group report/presentations a. Proton b. Air Asia

1,2,3,4

14. 4/4/11

Strategic management Case Studies homework

1,2,3,4,5

critically review: a. Telekom Malaysia b. Petronas case Study Group report/presentations a. Telekom b. Petronas

1,2,3,4

15 11/4/11

Strategic management Case Studies homework Group Presentations Test

1,2,3,4,5

16. 18/4/11 17. 25/4/11

Group report/presentations a. Assignment 2 :Group report to be handed in b. Assignment 3: Group presentations

1,2,3,4 1,2,3,4,5

1,2,3,4

Learning and Teaching As a capstone course it is intended that teaching will integrate and draw on the core competencies of students previous study at the university. The course will commence by introducing students to the framework in which strategy is developed. Students will then examine how strategy moves down into all the functions of business. This will be achieved classroom discussion, individual assignments, the co-managing of a simulation company and in class tests.

Teaching Staff: Professor Dr Garry Clayton - Course Coordinator Office: GBS UiTM E-mail: clayton@salam.uitm.edu.my

Course readings Recommended texts: 1. Well, D.L Strategic Management for Senior Leaders: A handbook for Implementation http://unpan1.un.org/intradoc/groups/public/documents/ASPA/UNPAN002503.pdf 2. Mintzberg, H Crafting Strategy at:

http://www.politikkampagnen.de/politikkampagnen/documents/pdf/mintzberg_craftingstrategy_lisowski.pdf 3. Introduction to Strategic Management

http://images.imaginasi.multiply.multiplycontent.com/attachment/0/R2YR3goKCCcAADcxbb01/BBPS4 103%20Module.pdf?nmid=72953281

Articles: Nickols,F. Strategy Definitions and Meanings http://www.nickols.us/strategy_definitions.pdf

1.

2. Porter, M What is Strategy? Harvard Business Review Nov-Dec 1996 http://www.ipocongress.ru/download/guide/article/what_is_strategy.pdf 3. O'Shannassy, T. Lessons from the Evolution of the Strategy Paradigm RMIT Working Paper http://mams.rmit.edu.au/tw3vg2dqx5n.pdf 4. 1997 Ghemawat,P Competition and Business Strategy in Historical Perspective, HBS Press,

http://www.scribd.com/doc/8965078/P-Ghemawat-Competition-and-Business-Strategy-in-HistoricalPerspective-2002#

5.

Industry Analysis the fundamentals http://www.blackwellpublishing.com/grant/5thEdition/pdfs/CSA5eC03.pdf 6. Kim, W.C. and Mauborgne, R. Blue Ocean Strategy Harvard Business Review Oct 2004 http://www.courtenayhr.com/images/Blue%20Ocean%20Strategy.pdf

7. Camillus,J. Linking Strategic Vision and Managerial Action : A Framework and Techniques for Strategy Implementation 2002 http://www.forbesfunds.org/docs/CamillusFullReport_03.pdf 8. Christensen, C.M. and Donovan. T The Process of Strategy Development and Implementation http://www.innosight.com/documents/The%20Processes%20of%20Strategy%20Development%20and %20%20Implementation.pdf 9. Cohen, K and Cyert, C. "Strategy; Formulation, Implementation and Evaluation" The Journal of Business vol 46 no 3 Jul 1973 pp 349 367 http://www.fearp.usp.br/fava/pdf/CohenJournalofBusiness.pdf 10. Goleman,D What Makes a Leader in Harvard Business Review Jan 2004 http://urgenceleadership.lesaffaires.com/attachments/743_what-makes-leader_Goleman.pdf 11. Kim, W.C., Mauborgne, R. (2003), "Tipping point leadership", Harvard Business Review, Vol. 81 No.4, pp.60-9 http://www.odl.rutgers.edu/e-leadership/pdf/KimandMauborgne.pdf 12. Schoemaker, P.J.H Scenario Planning: A tool for Strategic Thinking Sloan Management Review; Winter 1995 http://www.fearp.usp.br/fava/pdf/scenarioplanning.pdf 13. Scenarios: An explorers guide http://wwwstatic.shell.com/static/public/downloads/brochures/corporate_pkg/scenarios/explorers_guide.pdf 14. Kaplan, R.S. and Norton, D.P. Using the Balanced Scorecard as a Strategic Management System Harvard Business Review Jan-Feb 1996 http://portal.sfusd.edu/data/strategicplan/Harvard%20Business%20Review%20article%20BSC.pdf 15. Kaplan, R.S. and Norton, D.P. Building a Strategy-Focused Organization http://www.iveybusinessjournal.com/view_article.asp?intArticle_ID=286 16. Keer, J.L. and Werther,W.B (2008) TheNext Frontier in Corporate Governance: Engaging the Board in Strategy http://www.sciencedirect.com/science?_ob=ArticleURL&_udi=B6W6S-4S4BDDV1&_user=1709118&_rdoc=1&_fmt=&_orig=search&_sort=d&_docanchor=&view=c&_searchStrId=997 339947&_rerunOrigin=google&_acct=C000054287&_version=1&_urlVersion=0&_userid=1709118&m d5=22388ec9401fbde86bbc8f8567adc067 17. Ingley, C. and Wu,M. The Board and Strategic Change: A Learning Organisation Perspective International Review of Business Research Papers Vol.3 No.1. March 2007, Pp.125 -146 http://www.bizresearchpapers.com/Paper%2010.pdf 18 Drucker, P.F. What Makes and Effective Executive Harvard Business Review Jun 2004 http://www.grafitto.com/private/Harvard%20Business%20Review/Miscellaneous/Harvard%20Busines s%20Review%20-%20Effective%20Executive.pdf 19. Hart, S.L. Beyond Greening Strategies for a Sustainable World Harvard Business Review Jan-Feb 1997 http://www.stuartlhart.com/Content/Selected%20Publications/use_this_folder/Beyond%20Greening% 20PDF.pdf

Case Studies: 1. Proton http://ivythesis.typepad.com/term_paper_topics/2010/11/strategic-management-of-protonmalaysia.html 2. Air Asia http://www.scribd.com/doc/36683055/Air-Asia-case-study 3. Telekom Malaysia http://www.unipa.it/~bianchi/eng/Telekom-Malaysia-Case-study.pdf 4. Petronas http://www.rice.edu/energy/publications/docs/NOCs/Papers/NOC_Petronas_TronerVDM.pdf Assessment Students will be required to complete an individual assignment worth 20 % of the final grade; a group report worth 20% of the final grade; participate in developing a ten minute group presentation worth 10% based on the group report and take a test worth 50% of the final grade. Activity Assignments: 1. 2. 3. Test Type Learning Outcome % course mark 20% 20% 10% 50%

Individual ( 1500 word essay) Group report Group presentation Individual 3 hours

1,2,3,5 1,2,3,4 1,2,3,4,5 1,2,3,4,5

Assignments: 1. 2. 3. Test: The test will be a take home, essay style open book expected to take 3 hours. due 25 April 2011 It will require students to demonstrate in integrated answers a mastery of the learning outcomes set. Program and Course Advice Students are required to critically examine the integrated practise of strategic management and strategic leadership within the Malaysian business environment. It is expected that they will both know the practices of leading organizations and the significant contemporary business leaders of Malaysia. In what ways are management practices improved in an organization when strategic thinking is one of its core competencies? due 28 February 2011 Co-write a business report that critically evaluates the strategic options for a designated Malaysian enterprise. due 18 April 2011 Co-present on the strategic direction best suited for the enterprise reported on for assignment 2. due 18 April 2011