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St. Catherine University ORLD 8200 T01

CRN# 12941 Strategic Management

MAOL Program 3 Credits

www.stkate.edu/maol Prerequisites: ORLD 6400 and 21 credits

Saturdays 8:30 am – 11:30 am Fall 2013 In Class Sessions: Sept 7, 21;

Oct 5,19; Nov 2,16,23; Dec 14 Location Fontbonne 102

Course Syllabus

Instructor Information:

Name: Scott M Peterson, MBA Phone: 763-276-5266

E-mail: petersmus@gmail.com Office Hours: By appointment

Course Description: The purpose of this course is to provide students with both a

theoretical foundation for and hands-on practice in analyzing, formulating and implementing organizational strategy. A premium is placed on

developing a capability to both think strategically and act tactically. The course revolves around students working individually, in pairs and in small

groups to analyze complex written cases. The cases describe strategic situations of business and non-profit organizations operating in today’s

highly competitive, rapidly changing, increasingly diverse, global context and e-connected environment. Microsoft Excel, Word and PowerPoint

technologies are used.

MAOL Leadership Outcomes: Lead responsibly by drawing upon their own unique leadership abilities, experiences and goals, as

well as current leadership concepts and strategies to address organizational issues.

Act with confidence by utilizing self-reflection and awareness to know why, when and how to lead, follow, model and mentor.

Make ethical decisions by acting from an informed ethical perspective, considering all stakeholders and applying ethical decision-making tools to organizational dilemmas.

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Manage strategically by analyzing an organization’s operating environment, envisioning its future and developing strategic objectives to manage people, processes and resources effectively.

Achieve organizational goals by applying logic and analytic tools from economics and accounting to identify problems, generate creative, pragmatic solutions, implement appropriate actions and evaluate success.

Conduct and apply research by accessing, critically evaluating and applying research findings, as well as conducting individual or collaborative research projects.

Communicate effectively by capitalizing on personal strengths as a communicator and by employing

targeted strategies for influencing, motivating, advocating, team building and managing conflict.

Understand and lead organizational change by working with others to assess culture, roles, structure, local environment and global context so as to anticipate, recognize and resolve organizational problems.

Practice global citizenship by incorporating a global context into organizational decision-making through strategic recognition of the world-wide impact of local decisions.

Course Objectives: Upon successful completion of this course you will be

able to: Understand the importance of strategy.

Apply a process of strategic thinking to solve organizational problems. Develop skills and techniques in strategic analysis.

Understand the importance of culture and organizational dynamics within the context of strategy.

Increase awareness of the ethical implications of decision-making. Understand how your own leadership style impacts strategy.

Integrate the knowledge and skills gained from other courses in your

graduate program.

Course Texts and Materials:

Pearce II, John and Robinson, Richard B. (2013) Strategic Management: Planning for Domestic & Global Competition, Thirteenth

Edition, McGraw-Hill (ISBN 978-0-07-802929-5)

Drucker Peter F. (January 6, 2006), The Effective Executive: The Definitive Guide to Getting the Right Things Done, Revised Edition, Harper

Business Essentials (ISBN 978-0-06-083345-9)

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Selected articles posted on D2L by the instructor and articles you are asked to research

Note: All Cases are in the back of the text book except where noted in the

syllabus

Course Assignments:

Written Case Analysis: Submit an analysis of two cases. The analysis will

be written from the perspective of you as a consultant in memorandum

form.

Strategy Map: Draft a strategy map modeled on the work of Kaplan and

Norton and the Balanced Scorecard.

Woman’s Company—product or service. Select a company/organization that

is either run by a woman or produces a woman’s product/service and

research that company. You will be provided with specific questions that will

provide food for thought and begin the dialogue during the online portion of

the class.

Team Power Point and Presentation: Work in teams to analyze one of the

member’s companies/organizations, or another organization of your choice.

Develop a Team Power Point that will be delivered to the class as if they

were your Board of Directors.

Grading Scale:

Written Case Analysis (2 @ 15 points each) 30 Strategy Map 10

Class Participation* 20 Women’s Company Project 20

Team Power Point and Presentation 20

Total 100 *Come prepared for class, ask questions, participate in

D2L discussions

A = 94+

A- = 90 - 93 B+ = 87 - 89

B = 84 - 86 B- = 80 - 83

C+ = 78 - 79

C = 75 - 77 C- = 71 - 74

Course Requirements:

Attendance

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The quality of learning of the class as a whole depends on the engaged and prepared attendance of each class member. In turn, the group experience

cannot be replicated through individual papers or reading. Students’ grades will be based in part on attendance, timeliness, preparation and active

participation. Students who fail to attend two or more MAOL class sessions will be dropped from the course. Students are expected to inform the

instructor if they will miss a class in advance.

University policy states that regular class attendance is expected of all students. Attendance is defined by the format of the course. For in-class

learning, attendance means that 1 - students are expected to arrive at class on time and stay for the duration of the class; and 2 - students, whether

present or not, are responsible for in-class assignments. For hybrid courses, students must follow both the online and in-class attendance requirements.

Failure to attend, for any reason, may be taken into account in the

evaluation of the student’s work. First day attendance is required.

Attend each meeting and arrive on schedule to avoid class disruptions. Turn off cell phones please.

Prepare fully for each meeting, and participate energetically in class discussion of the issues.

Case assignments designated for class discussion require preparation—come to class prepared!

Turn-in assignments on the required due date. No make-up work will be accepted later than one week following the due date and will be penalized

twenty percent (20%) of the possible points. NO points will be given for an assignment once it had been reviewed in

class.

Incompletes

A grade of Incomplete is given only in cases of dire emergency. See the

MAOL Handbook, the Graduate Catalogue or the on-line Incomplete Form for

information about under what circumstances an incomplete grade can be

given. Published deadlines must be adhered to when filing for an Incomplete

and when completing the required work.

Academic Integrity

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Students will be expected to comply with University policies and procedures

regarding academic integrity as spelled out in Le Guide. Independent work

is required on all class work, exams and projects without express

instructions from the instructor regarding assignments involving

collaboration and teamwork. All written work is to be the student’s original

work with correct APA citations for all outside sources from which ideas,

language or quotations are derived.

Plagiarism

Plagiarism is the act of passing off someone else’s work as your own. It

includes such dishonest practices as buying, borrowing or stealing a paper to

turn in as your own or simply copying someone else’s words without putting

them in quotation marks and identifying the author and source. Most

students are not so dishonest as to buy or steal a paper. Many students,

however, inadvertently plagiarize because they do not realize that what they

are doing is, in fact, plagiarism and thus dishonest. Avoiding plagiarism is

much more complicated than simply not copying other people’s work.

In an attempt to avoid plagiarizing, students often paraphrase the passages

they want to use. Basically, paraphrasing is stating something in different

words. As such, it is a useful device. The problem is that is can lead you to

unintentional plagiarism if it is not done properly. Changing a few words in a

passage and then using it in your paper without documentation is

plagiarism. Changing a few words and then using it in your paper even with

proper documentation is also plagiarism. When you paraphrase other

people’s ideas, you have two choices: 1) you may quote the passage

exactly, put it in quotation marks, and cite it; or 2) you may change the

wording of the passage so that the ideas are explained substantially in your

own words and cite it. Anything in between is plagiarism.

One reason some students inadvertently plagiarize is the pressure they feel

to come up with new ideas, to be original, even with topics that they know

little about. In academic settings such as college courses, it is difficult if not

impossible to come up with totally original ideas, especially on topics with

which you are unfamiliar. When an instructor asks for original thinking,

she/he often means thinking through ideas to find your own perspective on

them and then expressing those ideas in your own way. In doing so, you

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may and often should use other people’s ideas to add to or support your

own. When you do so, however, you must give them credit.

O’Neill Center for Academic Development

Please note: Plagiarism will result in a failing grade on the specific

assignment in question, will impact the student’s final course grade and will

result in Academic Probation.

Accommodations

Students with disabilities who believe that they may need accommodations

in this class are encouraged to contact the Office of Resources for Disabilities

X6563 as soon as possible. If you have a documented disability that

requires accommodation, please provide the instructor with the

accommodation plan at the first class session.

Evaluation

Grading of student work will be based on criteria included for each

assignment. Students wishing to adjust an assignment to better meet

individual learning needs may negotiate with the instructor to determine

whether a fair and equitable alternative is workable in advance of the due

date.

Evaluation of courses and instructor by students is an important aspect of

the MAOL Program’s review process. Students will have an opportunity to

evaluate instructional effectiveness, relevance of course content, assigned

readings and texts, assignments, evaluation methods and the quality of the

learning experiences.

Date Topics & Activities Readings due Assignments due

Pre-

Work

What is it and why is

Strategic Planning &

Management

Important? What are

the differences between

Strategic Planning and

Strategic Management?

What is the basic

framework of Strategic

Text: Chapters

1,2,3

Text: Guide to Strategic Management

Case Analysis Pages 426-434

Begin to think about

your own

company/organization—

find the Vision, Mission,

Strategies, Tactics,

Goals and/or Objectives

and Measurements used

–be prepared during the

classes ahead to share

these (as long as they

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Planning, and how does

it fit with Strategic

Management?

Google: Robin

Hood Case http://www.huizenga.

nova.edu/5012/cases/

RobinHood.html

What is Strategy?

Michael Porter -

HBR

http://www.ipocong

ress.ru/download/gu

ide/article/what_is_

strategy.pdf

are public).

9/7

Introductions and

course overview:

Definitions,

Fundamentals &

Frameworks

What is strategy? What

are tactics? How are

these different? How

are they developed?

Strategic Management

and Strategic Planning:

design and

implementation

Review Case Analysis

Framework

Form project teams

Text: See pre-work above

Google: Robin Hood Case

Please bring a name

card with you.

Prepare to discuss:

Robin Hood Case

Your

organization’s

Vision, Mission,

Values,

Strategies,

Tactics,

Goals/Objectives

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Week

of 9/14

On-line Week D2L: Review

McKinsey Article: Perils of Bad Strategy

Answer the questions

posted in the Discussion

D2L

9/21

Managing

Strategically: the

new business

environment

Globalization

External and Global

Environments

Competition and

Industry analyses

SWOT analysis

framework

Text: Chapters 4,

5 & pages 149 – 155 (SWOT).

Online: Find an article on

globalization and be prepared to debate the pros

and cons.

Drucker: Chapter

1

Prepare to discuss:

InBev and Anheuser-

Bush case (# 11) using

the case analysis format

and SWOT.

Debate the pros and

cons of the following

proposition statement:

“Globalization is good”

Begin thinking about

a women owned

company/org. that

you can research—

more description will

be provided in class

Week

of 9/28

On-line Week Questions from

Chapters 4, 5

Thought Question #1

posted to D2L

Discussion section

10/5

Perspective, Tools,

and Techniques in

Strategy

SWOT review

Value Chain Analysis Tailoring Strategies

Diversification Long-term and

“grand” strategies

Text: Chapters 6,7 and pages

391-396 Balanced

Scorecard

D2L: Kaplan and

Norton, “Having

DUE: Case Write-up

Ann Taylor (#2)

Prepare to discuss:

Select any Fortune 100

Company and identify its

two most prominent

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Strategy Maps

Trouble with Your

Strategy? Then Map It.*” HBR

Drucker: Chapter

2

Grand Strategies and

why you think they will

succeed or fail

Week

of

10/12

On-line Week Questions from

Drucker Chapter 2

Thought Question #2

posted to D2L

Discussion section

10/19

Implementation and

Execution of

Strategy—from

Strategic Planning to

Strategic

Management

Review of what’s

required to move from

planning to

implementation—where

the ‘rubber hits the

road’!

Speaker/Panel on

Strategy and

Implementation—

when the two come

together

DUE: Draft Strategy

Map for Wells Fargo

(#28 + recent news)

Week

of

10/26

On-line Week--

Strategy and how it

changes overtime

Complete individual research on a company/org. that

produces products for women or is run

by a woman. Follow the changes in its Strategy since it

was developed. (You would have

prepared your research prior to this week)

Post in D2L with your

small group

Questions to help you

with the discussion will

be available in D2L

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11/2 Organizational

Structure,

Leadership, Culture

and Strategy

Implementation --

Organizational

intangibles

Review online week and

Strategy Map

Text: Chapters

10, 11, 12.

D2L: Posted Articles on

Culture, Strategy and Leadership

Research a recent article you

find of interest on Culture,

Strategy and/or Leadership

Drucker: Chapter 3

Teams submit their

selection of companies

for Final Presentations

Be prepared to share

the article you selected

with your classmates.

Week

of 11/9

On-line Week Questions from

Text: Chapters 10, 11, 12.

Drucker, Ch. 3

Thought Question #4

posted to D2L

Discussion section

11/16

Leading Change

Management &

Strategic Control—

how does it change

over time? How does

competition impact

strategy and

implementation?

How does a

company/organization,

think about change and

managing its

competitive strategies?

Discuss Apollo Group

Case

Text: Chapter 13 Online: research

on Capella Univ.

Drucker:

Chapters 4,5 Online: R.

Timothy, et al,

“The Chief Strategy Officer” http://www.accentur

e.com/us-

en/outlook/Pages/ou

tlook-journal-2008-

chief-strategy-

officer.aspx

DUE: Case Write-up

Apollo Group (#3)

Prepare to discuss:

Apollo Case, Capella

University and

relevance/applicability to

St. Catherine’s

Prepare to discuss:

Your organization’s

structure, leadership,

and culture.

11/23 Strategy Execution:

Reinvention and

Text: Chapter 14

D2L and Online:

Research 2 companies in

the news and identify

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Innovation:

Strategies for

reinvention and

repositioning

Innovation strategies

Time to work on

project and team

presentations

Selected articles

on Innovation

what is being said about

them that make them

innovative—do you

agree? Be prepared to

discuss in class.

Work on your team

project

Week

11/30

On-line Week General Questions

Drucker: Chapters 6,7

Thought Question #5

related to your Team

Project posted to D2L

Discussion section

Week

of 12/7

On-line Week Questions from

Text: Chapters 14.

Drucker Ch. 6 & 7

Thought Question #6

posted to D2L

Discussion section

12/14

Team

Presentations/Final

Class

Each team is timed and allotted ~25

minutes maximum for

presentation, questions and answers. You will

be evaluated by your classmates

as well as the instructor.

DUE: Team

Presentation –Power

Point slide show

presentation of no more

than 12 slides—concise

and interesting (see

D2L). Hand in a copy

of your slides

*The instructor reserves the right to alter the requirements of the syllabus,

upon prior notification to the students, in class.

Master of Arts in Organizational Leadership

Honor Code

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As an MAOL graduate student pursuing the study of ethics and leadership, I will adhere to the highest

ethical standards in my conduct as a scholar and respect the scholarship of others. By my signature

below, I affirm that I will maintain the highest standards of honesty and integrity. I will not plagiarize,

copy or represent another’s work as my own and will comply with applicable codes of research ethics.

As a member of the MAOL community, I recognize the value of learning from others and commit to

building a diverse and inclusive community of scholars. This is accomplished through personal concern

for each other and evidenced through respect (e.g. communication, collaboration, confidentiality, others

time) for students, faculty and staff. I commit to the practice of leadership both inside and outside of

the classroom and will adhere to the highest ethical standards in my interactions with others.

I give permission for my graded graduate papers and exams to be sealed in envelopes and placed

outside the MAOL Office in Fontbonne 207* for pick up with the understanding that grades and grading

are confidential. This permission is effective throughout the duration of my enrollment in an MAOL

degree or certificate program, and I will not hold the MAOL program or St. Catherine University liable if

my paper or exam is removed from Fontbonne Hall by another person without my consent.

Printed Name: ___________________________________________________

Signed Name: ____________________________________________________

Date: _______________________________

*Fontbonne is open seven days a week from 7:00 AM – 9:00 PM, except during holidays.

October 2012