DE LA SALLE UNIVERSITY

COURSE SYLLABUS

COLLEGE: Ramon V. del Rosario College of Business - Graduate School

DEPARTMENT: Management and Organization
COURSE CODE: Strategic Management [STRAMA] BUS835M
COURSE CREDIT: 3 Units
DEGREE PROGRAM: Master in Business Administration
TERM: 2nd Term, AY 2019-2020
CLASS SCHEDULE: Saturday
CLASSROOM: Makati Campus, 5F RCBC Plaza, Ayala Avenue cor. Sen. Gil Puyat
FACULTY: JOSEPH N. PANGILINAN (jnpangilinan@gmail.com)
FB GROUP:
CONSULTATION HOURS – By Appointment via email
COURSE DESCRIPTION:
The focus of this course is on integrating management of the entire organization. The course will familiarize the MBA student
with the perspective of general management as contrasted with previous courses where the focus was on managing one
specific functional area of management.

The course will cover the roles and responsibilities of strategic leaders and general managers which includes the formulation
and implementation of strategy. It includes such concepts as strategic vision and objectives; value chain, process, basis and
context of strategy; and, interrelations between corporations and their environments.

Emphasis is on environmental scanning, planning and control; evaluation of strengths and weaknesses; allocation of
resources; development of competitive advantages; managing strategic change; implementation of strategies; and,
measurement of corporate performance.

LEARNING OUTCOMES (LO):

On completion of the course, based on the Expected La Sallian Graduate Attributes (ELGA), the student is expected to
be able to do the following:

LEARNING OUTCOMES (LO):

ELGA
Critical and Creative Thinker
Effective Communicator
Reflective Lifelong Learner
Service-driven, Ethical, and Socially LO11. Partner with managers to meet social and environmental challenges and
Responsible Citizen
LEARNING OUTCOME
LO1. Able to generate sustainable value for business and society at large.
LO2. Able to explore business and organization ideas critically
LO3. Analyze problems and come up with the decisions based on sound reason
LO4. Constructively challenge the status quo and come up with innovative
alternatives in approaching problems or opportunities
LO5. Communicate effectively, change initiatives and plan in an organizational
and systems context
LO6. Express business and organizational ideas clearly and persuasively to aid in
management decision, organizational improvement, systems development
and various stakeholders’ interest
LO7. Relate effectively with people of different backgrounds
LO8. Listen and obtain feedback from stakeholders
LO9. Search continuously for higher purpose and deeper meaning of work and
promote these to others
LO10. Engage in conceptual and empirical research that advances understanding
of roles, dynamics and impact of corporations in the creation of sustainable
social, environmental, and economic value
explore effective and morally sound approaches to meet these
LO12. Work for inclusive and sustainable organization as well as the local and
global economies

Technically and Proficient and
Competent Professionals and Leaders
LO13. Be a competent and socially responsible business leaders for the local and
global market that will help business organizations become robust
organizations that could serve as engines of economic growth and
development
LO14. Inspire and build high performance teams and organizations

1
FINAL COURSE OUTPUT:
There shall be an integrating Strategic Management [ STRAMA ] Individual Final Term Paper.

The main methodology for learning however, will be the application of concepts and frameworks through Written
Case Analysis, and Case Group Presentations, aside from lectures on concepts and frameworks. As evidence of
attaining above learning outcomes, students are required to submit requirements herein, during the indicated dates of
the term. Cases and readings are subject to change / update as the need arises.

LEARNING PLAN

LEARNING TOPIC WEEK #/ ACTIVITIES

OUTCOME Date
LO2, LO3, LO4, Course Overview: What is 1 Readings: (1) Gamble, Thompson, Peteraf, 6e;
LO7, LO9, LO10, Strategy and Why is it Essentials of Strategic Management . Boston:
LO13 Important? McGraw-Hill. Chapter One, "Strategy, Business
Models, Competitive Advantage. "

What is Strategy and Why is it Important?

15-Jan Activities: Administrative Matters/; Election of

LO2, LO3, LO6, Leading the Process of
LO9 Crafting and Executing
Strategy -- Vision,
Objectives, Strategy
Officers, Case Assignments; Online Class
groups
2 Readings: (1) Gamble, Thompson, Peteraf, 6e;
Essentials of Strategic Management Chapter 2, "
the Process of Crafting and Executing Strategy."

(2) James Collins and Jerry Porras. "Building

Your Company's Vision." [to be uploaded on FB
page]

Written Case Analysis #1 COSTCO Case 2,

Gamble, Thompson, Peteraf 6ed

22-Jan Activities: Class Elections, CV, Personal Vision

LO1-LO7, L08, External Environment
LO13 Assessment: Industry and
Competitive Environment
2020 [to be provided], Case Presentation
3 Readings: (1) Gamble, Thompson, Peteraf, 6e;
Essentials of Strategic Management . Boston:
McGraw-Hill. Chapter 3: "Analyzing the Firm’s
External Competitive Environment." External
Assessment

(2) Michael Porter. Competitive Strategy.

"Chapter 1: The Structural Analysis of
Industries"

Written Case Analysis #2: JA Umaji Agricultural

Cooperative Case, Bruce Sugiura (to be
provided)

29-Jan Activities: Group Case Presentation, Q&A. ,

LO1-LO7 Internal Environment
Assessment: Resources
and Resource Capabilities
Written Case Analysis, Plenary Discussion.
4 Readings: (1) Gamble, Thompson, Peteraf, 6e;
Essentials of Strategic Management . Boston:
McGraw-Hill. Chapter 4: "Evaluating a
Company's Resources, Cost Position, and
Competitiveness."

Michael Porter. (2) Competitive Advantage.

"Chapter 2: The Value Chain and Competitive
Advantage."

Written Case Analysis #3: SONY MUSIC and

the Evolution of the Music Industry.

2
 Value Chain Analysis.
Financial Ratio Analysis.
L01 -L07, LO9 Generic Competitive
LO11, LO12, LO13 Strategies
12-Feb
LO1-LO7 Generating Alternatives:
Strategic Analysis and
Choice
19-Feb
Business Simulation Game
26-Feb
LO1-LO7, LO13 Strategies for Competing
in Foreign Markets, Ch7,
Diversification Strategies
Ch8
4-Mar
5-Feb Activities: Group Case Presentation, Q&A.
Written Case Analysis Value Chain Case
Analysis. Plenary Discussion.
5 Readings: (1) Gamble, Thompson, Peteraf, 6e;
Essentials of Strategic Management . Boston:
McGraw-Hill. Chapter 5: "The Five Generic
Competitive Strategies."
Thompson and Strickland, Chapter 6: (Gamble)
Supplementing the Chosen Competitive
Strategy: Other Important Business Strategy
Choices and Competitive Strategies
Written Case Analysis #4: FITBIT, Inc. in
2017.p.271 Gamble, Thompson, Peteraf, 6e;
Essentials of Strategic Management
Activities: Chapt 5., Gamble, Thompson,
Peteraf. 6e, Plenary Discussion
CAPITALISM 2 – Business Simulation Game,
ROUND ONE.
Submission of Module 1-2 of Final Term
Paper.
6 Readings: David, F., Strategic Management,
13th Ed. Chapter 6: Strategic Analysis and
Choice; Gamble, Thompson, Peteraf, 6e;
Essentials of Strategic Management, Chapter 6
Other Generic Strategies .
Porter, M Competitive Strategy. Chapter 7
Structural Analysis Within Industries.
Written Case Analysis #5: AIRBNB in 2017.
p.233., Gamble, Thompson, Peteraf, 6e;
Essentials of Strategic Management .
Amazon.com
Written Case Analysis #4: UBER: Driving
Change in the Transport Industry.
Activities: Group Case Presentation, Plenary
Discussion., Written Case Analysis
7 Readings: Gamble, Thompson, Peteraf, 6e;
Essentials of Strategic Management . Boston:
McGraw-Hill. Chapter 7, "Strategies for
Competing in Foreign Markets."
Chapter 8, "Diversification: Strategies for
Managing a Group of Businesses."
Readings: (1) Gamble, Thompson, Peteraf, 6e;
8 Essentials of Strategic Management . Boston:
McGraw-Hill. Chapter 7, "Strategies for
Competing in Foreign Markets."
Activities: CAPITALISM 2 – Business
Simulation Game, ROUND TWO
Submission of Module 1-3 of Final Term Paper.
3
LO1-LO7, LO9 Ethical Business
Strategies, Social
Responsibility, and
Environmental
Sustainability Ch9
11-Mar
9 Readings: (1) Gamble, Thompson, Peteraf, 6e;
Essentials of Strategic Management . Boston:
McGraw-Hill. Chapter 9, Ethics Business, and
Social Responsibility, Vocation of a Business
Leader. 2) Research on CST / Lasallian
Values, and Markullan Principles of Ethics and
Social Responsibility
Written Case Analysis #5: AIRBNB in 2017.
p.233., Gamble, Thompson, Peteraf, 6e;
Essentials of Strategic Management .
Amazon.com

Gamble, Thompson, and Peteraf, Crafting and

Executing Strategy, 6th Ed. "

Activities: Group Case Presentation, Plenary

Discussion., Written Case Analysis
LO1-LO7 Organizing to Execute 10 Readings: (1) Thompson and Strickland,
Strategy. Chapter 10 15th Ed, "Building an Organization
Capable of Good Strategy Execution". (2)
McKinsey 7-S Framework (See FB)
18-Mar
Written Case Analysis #6: "Google’s Strategy in
2017." Gamble, Thompson, Peteraf 6ed.

Activities: Group Case Presentation, Plenary

Discussion., Written Case Analysis

Submission of Final Paper Modules 1-4;

LO1-LO7. L08, LO9 Managing Internal 11 Readings: (1) Thompson and Strickland, 15th
Operations to Execute Ed. Chapter 11: Managing Internal
Strategy Operations: Actions That Promote Good
Strategy Execution, (2) What is the Theory of
Constraints? By Eliyahu Goldratt (See FB).

25-Mar Written Case Analysis #7: Bu Muzanah Case

by Dr. Rochelle Divinagracia [see FB], c/o
Philip Juico

Activities: Submission of Module 1-6 of Final

LO1-L07, LO8, LO9, Corporate Culture and 12
LO12, LO13 Leadership: Keys to Good
Strategy Execution
Term Paper. Group Case Presentation, Plenary
Discussion., Written Case Analysis
Readings: Thompson and Strickland. 15th Ed.
Chapter 12: "Corporate Culture and
Leadership: Keys to Good Strategy Execution."

Case Analysis #8: Amazon.com

1-Apr Activities: Group Case Presentation, Plenary

Discussion., Written Case Analysis

Submission of Final Paper Modules 1-5;

Business Simulation Game
Reading: Gamble, Thompson, Peteraf, 6e;
Essentials of Strategic Management . Boston:
McGraw-Hill. Chapter 8, "Diversification:
Strategies for Managing a Group of
Businesses."

Activities: CAPITALISM 2 – Business

Simulation Game, ROUND THREE,
Diversification

Submission of Final Paper Modules 1-6

LO1-LO14 Balanced Scorecard 13 SPECIAL LECTURE : Paul R. Niven.
"Balanced Scorecard Step-by-Step: Maximizing
Performance and Maximizing Results." Part

4
 One, Introduction to Performance Measurement
and the Balanced Scorecard” pp;1-25

Submit FINAL 8-Apr Activities: Submission Individual Final Paper

INDIVIDUAL TERM Modules 1-7 Presentations, Seatwork/
PAPER MODULES 1-7 Discussion
LO1, LO5, LO6, 7S and Strategy 15-Apr Readings: McKinsey - 7S Implementation
LO8, LO9, LO11, Implementation Framework
LO13, LO14
Course Integration Seatwork/ Discussion 7S/Implementation

Class Party Activities: Presentations of Final Papers

(optional)

Cases Subject to Updating, depending on discretion of the professor/ Department and/or University authorities.
ASSIGNED READINGS – Preparation is the best preparation for pressure. For maximum learning, every student is required to access and read all
assigned readings, before every session. Case Analyses shall be done based on the case method, with emphasis on the specific topics for each Session.
All groups shall meet (online or otherwise) to prepare and submit a Written Case Analysis, with emphasis on the topic for the Session, and questions
asked if any. For every session, one group will be pre-assigned to prepare a formal Case Group Presentation - roughly 20 to 30 minutes, presentation
and Q&A - followed by plenary discussion, and when necessary, formal lecture or in-class exercise.

IMPORTANT NOTE ON GROUPINGS – The professor reserves the right to arrange members of the class into TEAMS based on his own criteria.
The Class will be divided into six (6) TEAMS of 4-5 members each. There are twelve (12) cases in total, and each formed TEAM will be assigned two
(2) each, for purposes of Group Case Presentations. All TEAM’s however, will be required to submit Written Case Analyses for all cases. The
sequence of TEAM presentations will be assigned based on lottery. Each TEAM will formally present Cases at least once, but all other TEAMS are
expected to work together to read, analyze, and submit all cases, and participate in discussions.. As motivation for readings and case preparation, each
student must be prepared to come up in front ad continue the Case presentation, impromptu, when called to do so.

5
RUBRIC’S FOR ASSESSMENT:
RUBRIC FOR REQUIRED OUTPUT: INDIVIDUAL FINAL TERM PAPER
LEARNING Outstanding
OUTCOME
4.0
LO1. Able to Submitted work and
generate presentation manifest qualities
sustainable value of advanced application of
STRAMA concepts and
for business and
frameworks to rationally
society at large. formulate clear, viable,
executable strategies – and
strategy implementation tasks -
which explicitly specify how
superior value will be
generated for all stakeholders
of the subject business /
organization, namely,
investors, employees,
customers, suppliers, members
of the community, the
environment, and society at
large.
LO3. Analyze Submitted work and
problems and come presentation are outstanding,
up with the clearly manifesting qualities of
superior application of
decisions based
STRAMA concepts and logical
on sound reason. frameworks learned with
Applies the respect to situational analysis,
appropriate problem analysis and decision-
frameworks in making. Recommended
analyzing the strategies are based on sound,
competitive data and evidence-based
situation, both reasoning, with proper
identification of the nature of
internal and
the problem, solution
external alternatives that effectively
environments, and eliminate the root cause, and
uses data attain corporate objectives.
appropriately - no
speculation- to
arrive at
conclusions and
strategic
recommendations
LO4. Submitted work and
Constructively presentation extensively and
challenge the status innovatively apply the TOWS,
SPACE, BCG matrices, and
quo and come up
other STRAMA frameworks to
with innovative generate fresh, new alternative
alternatives in strategies that are distinctly
approaching different from current
problems or strategies, and consistent with
opprtunities conclusions about the internal
and external environments of
the subject business/
organization, ..
LO5. Submitted work clearly
Communicate describes the proposed Vision,
effectively, change Objectives, and Strategies in
initiatives and plan accordance with taught
frameworks, using clear and
in an correct business English, to
organizational and communicate the thesis and
systems context arguments of the author.
Proposed Strategies are
coherent and comprehensive to
attain Objectives stated using
the SMART framework.
Vision Statement balances core
ideology with the envisioned
future. Strategies are aligned to
t he subject's core purpose,
external environment, and
vividly describes the
envisioned future There are no
language errors. The paper is
written with good organization
and coherence.
Very Satisfactory
3.5
Submitted work and
presentation manifest
qualities of advanced
application of STRAMA
concepts and frameworks
to rationally formulate
clear, viable, executable
strategies - which explicitly
specify how superior value
will be generated for all
stakeholders of the subject
business / organization,
namely, investors,
employees, customers,
suppliers, members of the
community and the
environment.
Submitted work and
presentation clearly
manifest qualities of
advanced application of
STRAMA concepts and
logical frameworks learned
with respect to situational
analysis, problem analysis
and decision-making;
Recommended strategies
are based on sound, data
and evidence-based
reasoning, with proper
identification of the nature
of the problem, solution
alternatives that effectively
address the root cause of
the problem.
Submitted work and
presentation innovatively
apply the TOWS, SPACE,
BCG matrices, and other
STRAMA frameworks to
generate alternative
strategies that are different
from current strategies, that
are consistent with
conclusions about the
internal and external
environments of the subject
business/ organization, ..
Submitted work and
presentation describes
proposed Vision,
Objectives, and Strategies
in accordance with taught
frameworks, using clear
and correct English to
communicate the thesis and
arguments of the author.
Proposed Strategies are
coherent and
comprehensive to attain
well-defined Objectives.
Vision Statement balances
core ideology with
envisioned future.
Strategies are generally
aligned with context/
environment. There are few
noticeable language errors,
but the message of the
author is still clear and
understandable.
Satisfactory
3.0
Submitted work and
presentation methodically
apply STRAMA concepts
and frameworks to rationally
formulate clear, viable,
executable strategies which
explicitly specify how value
will be generated for all
stakeholders of the subject
business / organization,
namely, investors,
employees, customers,
suppliers, members of the
community and the
environment.
Submitted work and
presentation demonstrate
basic application of
STRAMA concepts and
logical frameworks learned
with respect to situational
analysis, problem analysis
and decision-making, arriving
at recommended strategies
using sound, data and
evidence-based reasoning.
Submitted work and
presentation satisfactorily
apply the lessons on TOWS,
SPACE, BCG matrices, and
other STRAMA frameworks
to generate alternative
strategies that are consistent
with conclusions about the
internal and external
environments of the subject
business/ organization, ..
Submitted work makes
attempts to state proposed
Vision, Objectives, and
Strategies in accordance
with taught frameworks,
using clear and correct
English to communicate
the thesis and arguments of
the author. There are
noticeable grammatical
errors, but the message of
the author remains
understandable.. Proposed
Strategies are sufficient to
attain Objectives, and
clearly stated according to
the SMART framework.
Strategies are aligned with
the context /environment.
Developing
2.5
Submitted work and presentation
minimally apply STRAMA
concepts and frameworks to
rationally generate value for the
subject business / organization, its
employees and shareholders, i.e.
if strategies formulated are
actually executed.
Submitted work and presentation
minimally apply basic logical
structure of problem analysis,
decision-making based on sound,
objective reasoning.
Submitted work and presentation
minimally apply the lessons on
TOWS, SPACE, BCG matrices,
and other STRAMA frameworks
to generate alternative strategies
for the subject business/
organization.
Submitted work and presentation
makes attempts to state the
proposed Vision, Objectives, and
Strategies in accordance with
taught STRAMA frameworks,
with no glaring errors in English
grammar and syntax which affect
the understandability of the work.
Proposed Strategies seem
sufficient to attain stated
Objectives, but may noticeably
leave out elements of the SMART
framework, or fail to align with
the context/ environment.
6
LO8. Listen and Submitted work and
obtain feedback presentation makes extraordiny
from stakeholders applications of various means
of listening, obtaining
feedback, and information
gathering from key
implementers, research
institutions, and internal and
external stakeholders of the
subject business/ organization,
including broad societal
expectations.
LO10. Engage in Submitted work and
conceptual and presentation sets specific,
empirical research measurable, realistic, and time-
bound corporate strategic,
that advances
financial and social objectives
understanding of that contribute sustainable
roles, dynamics societal, environmental and
and impact of economic value. It engages in
corporations in the research on broad societal
creation of expectations, and proposes
sustainable social, strategies on how to
environmental, and realistically implement these
strategies.
economic value
RUBRIC FOR REQUIRED OUTPUT: GROUP CASE PRESENTATION
LEARNING Outstanding
OUTCOMES
4.0
LO2. Able to Submitted work and
presentation clearly uses
explore business
STRAMA frameworks to
and organization objectively analyze and
ideas critically critically evaluate relevant
facts, issues, concerns, and
events, in order to form
conclusions about the subject
business/ organization's
industry and external
environment, and its internal
resources and capabilities.
LO3. Analyze Submitted work and
presentation extensively
problems and
manifest qualities of superior
come up with the problem analysis and
decisions based decision-making -- proper
on sound reason identification of the nature of
the problem, root cause,
solution alternatives, etc. --
based on sound, evidence-
based reasoning, and beyond
expectations of the course.
LO5. Submitted work clearly
describes the proposed
Communicate
Vision, Objectives, and
effectively, Strategies in accordance with
change initiatives taught frameworks, using
and plan in an clear and correct business
English, to communicate the
organizational
thesis and arguments of the
and systems author. Proposed Strategies
context are coherent and
comprehensive to attain
Objectives stated using the
SMART framework. Vision
Statement balances core
ideology with the envisioned
future. Strategies are aligned
to t he subject's core purpose,
external environment, and
vividly describes the
envisioned future There are
no language errors. The paper
is written with good
organization and coherence.
LO8. Listen and Submitted work and
presentation makes
obtain feedback
extraordinary applications of
from stakeholders various means of listening,
obtaining feedback, and
information gathering from
key implementers, research
institutions, and internal and
Submitted work and
presentation deliberately
used various means of
listening, obtaining
feedback, and applying
relevant information from
key implementers, and
other internal and external
stakeholders of the subject
business/ organization.
Submitted work and
presentation sets corporate
social, strategic, and
financial objectives that
contribute sustainable
societal, environmental and
economic value. It engages
in research on broad
societal expectations, and
proposes strategies on how
to realistically implement
these strategies.
Very Satisfactory
3.5
Submitted work and
presentation uses STRAMA
frameworks to objectively
analyze issues, concerns, and
events, based on relevant
facts, order to form
conclusions about the subject
business/ organization's
industry and external
environment, and its internal
resources and capabilities.
Submitted work and
presentation manifest
qualities of superior problem
analysis and decision-making
-- proper identification of the
nature of the problem, root
cause, solution alternatives,
etc. -- based on sound,
evidence-based reasoning.
Submitted work and
presentation describes
proposed Vision, Objectives,
and Strategies in accordance
with taught frameworks,
using clear and correct
English to communicate the
thesis and arguments of the
author. Proposed Strategies
are coherent and
comprehensive to attain well-
defined Objectives. Vision
Statement balances core
ideology with envisioned
future. Strategies are
generally aligned with
context/ environment. There
are few noticeable language
errors, but the message of the
author is still clear and
understandable.
Submitted work and
presentation deliberately used
various means of listening,
obtaining feedback, and
applying relevant information
from key implementers, and
other internal and external
Submitted work and
presentation makes attempts
to obtain and apply
information and actual
feedback from key
implementers, employees,
customers, suppliers,
shareholders, and other
stakeholders of the subject
business/ organization.
Submitted work and
presentation sets corporate
social objectives that promise
to contribute sustainable
value to society, the economy
and the environment. It
engages in actual research on
broad societal expectations,
and proposes strategies on
how to implement these
strategies.
Satisfactory
3.0
Submitted work and
presentation attempts to
analyze issues, concerns,
and events, based on
relevant facts, in order to
form conclusions about the
subject business/
organization's situation and
environment.
Submitted work and
presentation apply basic
logical structure of
problem analysis and
decision-making based on
sound, evidence-based
reason.
Submitted work makes
attempts to state proposed
Vision, Objectives, and
Strategies in accordance
with taught frameworks,
using clear and correct
English to communicate
the thesis and arguments of
the author. There are
noticeable grammatical
errors, but the message of
the author remains
understandable.. Proposed
Strategies are sufficient to
attain Objectives, and
clearly stated according to
the SMART framework.
Strategies are aligned with
the context /environment.
Submitted work and
presentation makes
attempts to obtain and
apply information and
actual feedback from key
implementers, employees,
customers, suppliers,
shareholders, and other
Submitted work and presentation
makes attempts to obtain
information about the key
implementers, shareholders,
employees, and other stakeholders
of the subject business/
organization.
Submitted work and presentation
attempts to research from
secondary sources about broad
societal expectations, and
proposes sound strategies on how
the subject business/ organization
can contribute sustainable societal
value.
Developing
2.5
Submitted work and presentation
attempts to analyze issues,
concerns, and events, in forming
ideas and conclusions about the
subject business/ organization's
environment.
Submitted work and presentation
minimally apply basic logical
structure of problem analysis and
decision-making based on sound
reasoning.
Submitted work and presentation
makes attempts to state the
proposed Vision, Objectives, and
Strategies in accordance with
taught STRAMA frameworks,
with no glaring errors in English
grammar and syntax which affect
the understandability of the work.
Proposed Strategies seem
sufficient to attain stated
Objectives, but may noticeably
leave out elements of the
SMART framework, or fail to
align with the context/
environment.
Submitted work and presentation
makes attempts to obtain
information about the key
implementers, shareholders,
employees, and other
stakeholders of the subject
business/ organization.
7
 external stakeholders of the
subject business/
organization, including broad
societal expectations.
LO14. Inspire Submitted work and
presentation vividly describe
and build high
strategy implementation tasks
performance that will inspire high
teams and performance and promote
organizations execution of proposed
strategic actions and
decisions, and ultimately
create a strategy supportive
corporate environment in the
subject business/
organization; including but
not limited to tasks involving
structure, systems, skills,
staff, shared values, and
leadership style.
stakeholders of the subject
business/ organization.
Submitted work and
presentation vividly describe
strategy implementation tasks
that will inspire high
performance and promote
execution of proposed
strategic actions and
decisions, and ultimately
create a strategy supportive
corporate environment in the
subject business/
organization.
stakeholders of the subject
business/ organization.
Submitted work and
presentation describe
strategy implementation
tasks that will inspire high
performance and promote
execution of proposed
strategic actions and
decisions, in the subject
business/ organization.
Submitted work and presentation
minimally propose strategy-
implementation tasks that
promote execution of proposed
strategic actions and decisions, in
the subject business/
organization.

TERM REQUIREMENTS and GRADING SYSTEM :

The student will be assessed during the term according to the following:
● Written Cases and Seatworks
● Group Case Presentations
● Capitalism II Business Game
● Recitation and Class Participation

The student will be graded according to the following:

Group Cases, Seatwork’s, & Presentations 40%

Recitation, Participation, and Peer Evaluation 20%
Capitalism II: Simulated Business Game Results 10%
Final Paper (Group) 20%
Final Examination 10%
Total 100%

PASSING GRADE: 70%

TEXT / MATERIALS:
Gamble, Thompson, Peteraf. 6th Ed Essentials in Strategic Management: the Quest for Competitive Advantatge

REFERENCES/ READINGS:

Porter, M. (2004), Competitive Strategy: Techniques for analyzing industries and competitors.
New York: Free Press
Thompson, A. & Strickland, A. (2010), Strategic Management: Concepts and Cases, 15th Edition.
Boston: McGraw-Hill

CLASS POLICIES:
It is the mission of Management and Organization Department (MOD) to train its students in the highest levels of
professionalism and integrity. In support of this goal, academic integrity is highly valued at GSB and violations are
considered serious offenses. Examples of violations of academic integrity include, but are not limited to, the following:

1. Textbooks, Simulations, Business Games, and other published work to be utilized by students must be originally
purchased.
2. Plagiarism-using ideas, data or language of another without specific or proper acknowledgement .Example:
Copying text from a website without properly citing the page URL, using a crib sheet during an examination.
3. For a clear description of what constitutes plagiarism as well as strategies for avoiding it, students may refer to
the Writing Tutorial Services web site at Indiana University using the following link:
http://www.indiana.edu/~wts/wts/plagiarism.html.
4. For citation styles, students may refer to http://www.uwsp.edu/psych/apa4b.htm
5. Cheating –using unauthorized assistance, materials, or study aids during examination or other academic work.
Examples: using a cheat sheet during quizzes or exams, or use of case notes of alumni or other sources.
6. Fabrication – submitting contrived or improperly altered information in any academic requirements. Example:
making up data or changing data to bias interpretation for a research project, citing nonexistent or sources.

As Section 13.3.1 of the DLSU Student Handbook explains, a major offense, which merits any of the sanctions defined
in Sec. 13.4.1, includes the following:
13.3.1.1 Cheating in any form during an examination, test, or written reports including reaction papers, case
analysis, experiments or assignments required. The act of cheating includes but is not limited to the following:
13.3.1.1.1 Unauthorized possession of notes or any material relative to the examination or test whether the student

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 actually uses them or not.

13.3.1.1.2 Copying or allowing another to copy from one’s examination papers. In the latter case, both parties are
liable.
13.3.1.1.3 Glancing or looking at another student’s examination paper, or allowing another student to glance or
look at his or her examination paper.
13.3.1.1.4 Communicating with another student or any person in any form during an examination or test without
permission from the teacher or proctor. This includes leakingexamination questions to another or other students.
Having somebody else take an examination or test for one’s self or prepare a required report or assignment. If both
parties are students, both are liable.
Plagiarism and other forms of academic dishonesty as set forth in Sec. 4.17.

Reference:
DLSU Student Handbook
Code of Academic Integrity and Charter of the Student Disciplinary System of the University of Pennsylvania at:
http//:www.upenn.edu/almanac/v43/n03/codechar.html.
Revised: Jan. 17, 2014, Joseph N,. Pangilinan