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MGMT S-5000 STRATEGIC MANAGEMENT Summer 2011 Dr. Mohsin Habib Phone: 617-287-7871 E-mail: mohsin.habib@umb.

.edu Class: MW 8:30 11:30 (CGIS South S020) Office Hours: After class, by appointment

COURSE MATERIAL: Strategic Management: A Dynamic Perspective (Concepts and Cases) (2009, 2007, 2nd ed.) by Carpenter and Sanders. Pearson/Prentice Hall. (ISBN # 0-13-234138-7) COURSE BACKGROUND: This course familiarizes the students with the broad perspectives of general management and strategy. The focus of the course is on the overall organization. It covers roles and responsibilities of general managers and formulation and implementation of strategy, including such concepts as process and content of strategy, interrelations between corporations and their environments, interrelations among different functional areas of management, and role of management systems in implementing strategy. LEARNING OBJECTIVES: This course will include cases on companies in domestic and international markets, employing basic and leading edge technologies, and operating within regulatory and environmental constraints. During the course you will learn how to analyze company strategies; you will also learn via the tools of strategic analysis, how to evaluate strategic options and how to develop an effective strategic plan. The course is structured so that you will need to work continuously throughout the course, reading, analyzing and preparing your cases. COURSE FORMAT AND EVALUATION: This course will use a text and a number of case analysis. These cases are usually long and complex, and often require financial analysis. Case Write-up: You will prepare two written case analysis. One of these could be submitted as a group paper with another student. The written paper should be no longer than 3 pages (typed and single-spaced). You can add as many exhibits, tables and figures as necessary. The paper is due at the beginning of the class when the case will be discussed no exceptions. You are not allowed to do a write-up on the first case, Southwest Airlines (see Assignments section). You can choose from the rest. Useful frameworks for doing case analysis can be found in Chapters 3 and 4 (Internal and External Analysis). Also, read pages 470-473 in the text to understand the basics of case analysis. In general, there is no single correct answer to a case analysis. The key to a good case analysis is to carefully analyze the situation, apply relevant conceptual materials, and evaluate possible courses of action before selecting your own recommendations. Although each case is unique and may require a different approach and analysis, your case write-up should include the following two elements:

An assessment of the current situation of the firm. This includes The environment in which the firm operates, the industry The competitive situation and strategies of the firm including its financial results with the objective of identifying the key issues that must be addressed This is not a summary of the case but rather your personal evaluation/critique of the situation using the relevant tools developed in the textbook. 2. A description of the alternatives to address the issues identified, followed by detailed recommendations. This is a very important and potentially the most difficult part of the case analysis. The search for alternatives must be broad and should consider significant redirection, reorganization or disposition of parts or all the business. Also, changes in business and competitive strategies are expected here. Be specific in your recommended solution. Describe the (new or modified) strategies, the financial objectives and the implementation plan.
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Participation: Attendance will be taken during the semester. Missing more than two classes without good reason will lower your participation grade. Participation also means being able to make informed, relevant comments based on your knowledge of the material. Term paper: You will individually prepare a written term paper on a company of your choice. Please submit the name and a brief description of the company you intend to analyze by July 13, 2011. The paper should be no longer than 5 pages in length (typed, single-spaced), with added exhibits, tables and figures as necessary. Drawing on course material, analyze the industry and competition, the company's strengths and weaknesses, its strategies, and financial results (last 3-5 years). Offer specific recommendations for what the company should do next (2011 and beyond), including the expected performance impact. Do original research, through the library and online sources, citing references. The term paper is due on the last day of class (August 10). You will submit it as an email attachment (pdf or Word file) as there will be no regular class meeting on that day. GRADING POLICY: Case write-up (2x20%) Participation Term Paper 40% 25% 35% ASSIGNMENTS Date Topic of Class Lecture 6/27 6/29 Course Overview (Ch. 1) Strategic Management (Ch. 2) (#3) Southwest Airlines Case Assignment

7/4 7/6 7/11 7/13 7/18 7/20 7/25 7/27 8/1 8/3 8/8 8/10

Independence Day (No Class) Internal Environment (Ch. 3) External Environment (Ch. 4) Business Strategy (Ch. 5) Business Strategy (Ch. 6) Corporate Strategy (Ch. 7) International Strategy (Ch. 8) Alliances (Ch. 9) (#5) Prince Edward Island (#8) Update: Music Industry in 2006 (#12) Home Depots Strategy (#14) Airbus (#18) House of Tata, 1995 (#11) Wal-Mart in the 21st century (#25) British Airways USAir

Mergers and Acquisitions (Ch. 10) (#28) Cisco Systems Implementation (Ch. 11) Governance (Ch. 13)/Wrap-up Term Paper Due (No regular class) (#29) Implementation of the Bal. Scorecard