Syllabus of Strategic Management of UGM

8/16/2019 Syllabus of Strategic Management of UGM

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In the midst of all this, another purpose is accomplished: to help you synthesize what students

have learned in prior business courses. Dealing with the grand sweep of how to manage all

the pieces of a business makes strategic management an integrative, capstone course in which

you reach back to use concepts and techniques covered in previous courses. For perhaps the

first time students will see how the various pieces of the business puzzle fi t together and why

the different parts of a business need to be managed in strategic harmony for the organization

to operate in winning fashion.

Course Objectives

1.

To develop your capacity to think strategically about a company, its present business

position, its long-term direction, its resources and competitive capabilities, the caliber of

its strategy, and its opportunities for gaining sustainable competitive advantage.

2. To build your skills in conducting strategic analysis in a variety of industries and

competitive situations and especially, to provide you with a stronger understanding of the

competitive challenges of a global market environment.3.

To give you hands-on experience in crafting business strategy, reasoning carefully about

strategic options using what-if analysis to evaluate action alternatives, and making sound

strategic decisions.

4. To acquaint you with the managerial tasks associated with implementing and executing

company strategies drill you in the range of actions managers can take to promote

competent strategy execution, and give you some confidence in being able to function

effectively as part of a company’s strategy-implementing team.

5. To integrate the knowledge gained in earlier core courses in the business school

curriculum, show you how the various pieces of the business puzzle fi t together, and

demonstrate why the different parts of a business need to be managed in strategicharmony for the organization to operate in winning fashion.

6.

To heighten your awareness of how and why ethical principles, core values, and socially

responsible management practices matter greatly in the conduct of a company’s business.

7.

To develop your powers of managerial judgment, help you learn how to assess business

risk, and improve your ability to make sound business decisions and achieve effective

outcomes.

Learning Method

This is a participant course and requires student to involve and being a center of learning process under the student-centered learning or SCL paradigm.

Students are required to prepare their self before the class by invest their time in reading

the topic in text book and the other assigned reading.

Students are required to be active in class discussion and share their idea and comment

from different perspective of business they involve in practices.


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Student will divided into several groups and each group will prepare case study analysis,

presentation and discussion.

Student must attend mid and final exam.

Each student must prepare final individual project in form of paper relate to company

decisions about growth strategy, competitive strategy, execution of strategy and using

resources.

Short assignment is assigned to student and will be collected before class start.

Plagiarism is not allowed and often results from careless note-taking from other resources

during writing process, with intentionally unwilling, or unintentionally forget to put

references around student original word.

Text books

1.

Thompson, A.A., Peteraf, M.A., Gamble, J.E., and Strickland III, A.J. 2012. Crafting and

Executing Strategy: Concept and cases. 18E. New York. NY: McGraw-Hill-Irwin

(TPGS)2.

Barney.J.B. 2011. Gaining and Sustaining Competitive Advantage. 4th

edition. Upper

Sadle River. NJ. Pearson Education. Inc.

Cases in TPGS :

1.

Afrigator: A Killer Start-up in Africa

2.

Competition in Energy Drinks, Sports Drinks, and Vitamin-Enhanced Beverages

3.

Competition in the Golf Equipment Industry in 2009 . . . . . . . . . . . . . . . . . 255

4.

Dell Inc. in 2008: Can It Overtake Hewlett-Packard as the Worldwide Leader in Personal

Computers?

5. Atlassian: Supporting the World with Legendary Service

6.

Nintendo’s Strategy in 2009: The Ongoing Battle with Microsoft and Sony

7. TomTom: New Competition Everywhere!

8.

Apple Inc. in 2010

9.

Google’s Strategy in 2010

10.

Research in Motion: Managing Explosive Growth

11.

Problems at China Airlines

12. Canadian Solar

13.

Cemex’s Cost of ‘Globalised’ Growth—The Cash Crunch?

14.

Corona Beer: Challenges of International Expansion

15.

Globalization of Komatsu: Digging Out of Trouble

16.

PepsiCo’s Diversifi cation Strategy in 2008

17. Adidas in 2009: Has Corporate Restructuring Increased Shareholder Value?

18.

Robin Hood

19. Shangri-La Hotels

20. Toyota Motor Company: Losing its Quality Edge?

21.

Starbucks’ Strategy and Internal Initiatives to Return to Profi table Growth

22. Rhino Capture in Kruger National Park


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23.

Coca-Cola India’s Corporate Social Responsibility Strategy

24.

Detecting Unethical Practices at Supplier Factories: The Monitoring and Compliance Challenges

Course Schedule

No Date Discussion Topics Sources

1 3 Mar 2014 What Is Strategy and Why Is It Important? TPGS Ch. 1

2 4 Mar 2014

Charting a Company’s Direction: Vision and

Mission, Objectives, and Strategy

TPGS Ch. 2

3 7 Apr 2014

Evaluating a Company’s External Environment TPGS Ch. 3

Case No. 2

4 8 Apr 2014

Evaluating a Company’s Resources, Capabilities,

and Competitiveness

TPGS Ch. 4

Case No. 11

5 21 Apr 2014 The Five Generic Competitive Strategies – Which

One to Employ?

TPGS Ch. 5

Case No. 1

6 22 Apr 2014

Strengthening a Company’s Competitive Position,

Strategic Moves, Timing, and Scope of Operations

TPGS Ch. 6

Case No. 9

7 28 Apr 2014

Mid Exam

8 12 Mei 2014 Strategies for Competing in International Markets TPGS Ch. 7

Case No. 15

9 13 Mei 2014 Corporate Strategy: Diversification and the Multi-

business Company

TPGS Ch. 8

Case No. 17

10 2 Jun 2014

Ethics, Corporate Social Responsibility,

Environmental Sustainability, and Strategy

TPGS Ch. 9

Case No. 23

11 3 Jun 2014

Building an Organization Capable of Good Strategic

Execution People, Capabilities, and Structure

TPGS Ch. 10

Case No. 21

12 16 Jun 2014

Managing Internal Operations: Actions that Promote

Good Strategic Execution

TPGS Ch. 11

Case No. 20

13 17 Jun 2014

Corporate Culture and Leadership: Keys to Good

Strategy Execution

TPGS Ch. 12

Case No. 19

14 25 Jun 2014

Final Exam


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Grading Plan/Performance Evaluation

Your course grade will be based on the following components and percentage allocation:

Class Participation and Case

Discussion

15

Presentation of Case Analysis and

Quiz

15

Individual Project Paper 20

Midterm Exam 25

Final Exam 25

Class Participation and Case Discussion

Due to the fact that class participation and case discussion counts as a factor in determining

your overall grade in the course, each student MUST contribute significantly to in-class

analysis and discussion of the cases. Each student is expected to be an active participant in

topic delivered by lecturer and also in case discussions and to offer meaningful analysis and

convincing arguments for the position you stake out. Your grade on class participation is

something to be earned by contributing your assessments and judgments to the discussion.

Merely coming to class and listening to the discussion is not sufficient; attendance is not

participation. You should, therefore, make a conscientious effort to be sufficiently prepared

to make intelligent, timely comments regarding the managerial issues raised in the topics

delivered and the cases—this entails reading the topics delivered and the assigned cases

before the class started and preparing several pages of notes to the assignment questions for

topics delivered and the case.

Presentation of Case Analysis and Quiz

Student will divided into several groups and each group will prepare case study analysis,

presentation and discussion. Each group must prepare 2 to 5 pages of resume of cases that

consist of case background, main issues, theory related, and group analysis and suggestion.

The case will be presented by the group in front of class for maximum 30 minutes and thenfollowed by discussion for maximum 30 minutes. The printed resume of case and power

point presentation will be collected by lecturer before presentation start.

Individual Project Paper


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Each student will evaluate the growth strategy of a private company they will select in the

first few weeks of the course. For each stage of the company’s growth they will examine

company decision about strategy, execution, team, and capital. They will identify what the

company did well and what it could have done better. And they will make recommendations

on how company can sustain profitable growth.

Students may choose companies they work for, local private companies or well-knowngrowth companies where a great deal has been written about their early years of growth as

private companies. Students are expected to integrate appropriate framework and concepts

from the course into a document with up to 15 pages of written text plus exhibits. The paper

is submitted to academic officer on the last day of the final exam.

The paper can also be enriched by other articles from reputable management journal. All of

references must be recognized in the paper. List of references and tables are placed in

Exhibit.

Contents of the paper are consist of executive summary, company background, main issues,

theoretical findings, analysis, conclusion and suggestion.

Syllabus of Strategic Management of UGM

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