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 decisionmaking 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 organisationfirst 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 e xperiential 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. ill l : a. U take an indust anal sis. . enerate, select and refine strategic ti ns c. evel strategic lans. d. Present ritten and ral usiness reports.

homework

Industry Analysis t e fundamentals

homework

critically review : a. Kim and auborgne. Blue Ocean Strategy b. ristensen and onovan e Process of Strategy evelopment and Implementation Group report/presentations

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critically review: a. Keer and erther heNext Frontier in orporate overnance: Engaging the Board in Strategy b. Ingley and u he Board and Strategic hange Group report/presentations

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Strategic eadership

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Strategy implementation

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critically review: amillus Linking Strategic Vision and anagerial Action ohen and yert "Strategy; Formulation, Implementation and Evaluation" Group report/presentations a. implementing strategy b. esigned to win presentations c. ompare and contrast amillus Linking Strategic Vision and anagerial Action and ohen and yert "Strategy; Formulation, Implementation and Evaluation" critically review: a. oleman hat akes a Leader b. Kim and auborgne " ipping point leadership" Group report/presentations ole of leadership in strategic management

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a. esigned to win b. In your group prepare a five minute presentation t at compares and contrast s Kim and auborgne Blue Ocean Strategy and ristensen and onovan e Process of Strategy evelopment and Implementation

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Strategic nalysis

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Introduction

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Preliminary session

critically review: a. ickols Strategy efinitions and eanings . Porter at is Strategy? a. Introductions/expectations . inking Styles individual exercise c. iscussion t e ature of Strategy critically review: a. O'S annassy Lessons from t e Evolution of t e Strategy Paradigm . emawat ompetition and Business Strategy in Historical Perspective a. ompare and contrast OS annassy and emawat . Presentation Group formation critically review :

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critically review: a. Kaplan and Norton Using the Balanced Scorecard as a Strategic anagement System b. Kaplan and Norton Building a Strategy-Focused Organi ation Group report/presentations he Balanced Scorecard

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Strategic management Case Studies homework

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critically review: a. elekom alaysia b. Petronas case Study Group report/presentations a. elekom b. Petronas Group report/presentations a. Assignment 2 :G p ep t to e anded in b. Assignment 3: G oup p esentations

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Group report/presentations a. Proton b. Air Asia

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critically review: a. Proton ase Study b. Air Asia ase Study

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uture directions or Strategic anagement

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critically review: Hart. Beyond reening Strategies for a Sustainable Group report/presentations he green challenge to business strategies

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Strategic anagement ools

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op anagement eam and Strategy homework

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critically review: rucker hat akes and Effective Executive Group report/presentations a. op anagement eams and Strategy Formulation lecture b. ole of op anagement eam and strategy formulation discussion critically review: a. Schoemaker Scenario Planning: A tool for Strategic hinking b. Scenarios: An explorers guide Group report/presentations

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Corporate overnance and Strategy

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Learning and eaching As a capstone course it is intended that teaching will integrate and draw on the core competencies of students previous study at the university. he 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. his will be achieved classroom discussion, individual assignments, the co-managing of a simulation company and in class tests.

Course readings

1. ell, .L Strategic anagement for Senior Leaders: A handbook for Implementation http://unpan1.un.org/intradoc/groups/public/documents/ASPA/UNPAN002503.pdf

http://www.politikkampagnen.de/politikkampagnen/documents/pdf/mint berg_craftingstrategy_lisowski.pdf

1. Nickols,F. Strategy efinitions and Meanings http://www.nickols.us/strategy_definitions.pdf

2. Porter, M hat is Strategy? Harvard Business Review Nov-Dec 1996 http://www.ipocongress.ru/download/guide/article/what_is_strategy.pdf

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, .C. and Mauborgne, R. Blue Ocean Strategy Harvard Business Review Oct 2004 http://www.courtenayhr.com/images/Blue%20Ocean%20Strategy.pdf

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hemawat,P ompetition and Business Strategy in Historical Perspective, HBS Press,

3. O'Shannassy, . Lessons from the Evolution of the Strategy Paradigm RMI http://mams.rmit.edu.au/tw3vg2dqx5n.pdf

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Introduction to Strategic

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Professor Office: E-mail:

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arry layton - ourse oordinator BS Ui clayton@salam.uitm.edu.my

7. Camillus,J. Linking Strategic Vision and Managerial Action : A Framework and echniques for Strategy Implementation 2002 http://www.forbesfunds.org/docs/CamillusFullReport_03.pdf 8. Christensen, C.M. and Donovan. he 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 hat Makes a Leader in Harvard Business Review Jan 2004 http://urgenceleadership.lesaffaires.com/attachments/743_what-makes-leader_Goleman.pdf 11. Kim, .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; inter 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 Organi ation http://www.iveybusinessjournal.com/view_article.asp?intArticle_ID=286

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.bi researchpapers.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

16. Keer, J.L. and the Board in Strategy

erther, .B 2008) TheNext Frontier in Corporate Governance: Engaging

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

ssessment

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.

2. 3.

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 dvice 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 organi ations and the significant contemporary business leaders of Malaysia.

Test

1.

In what ways are management practices improved in an organi ation 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

ssignments

ssignments: 1. 2. 3. Test

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

ctivity

ype Learning utcome % course mark 20% 20% 10% 50%

Case Studies