International Undergraduate Program

Faculty of Economics and Business

University Gadjah Mada
1
Course Syllabus
Seminar in Management
Second semester, 2007/2008


Lecturer : Dr Budi Santoso, MBus
Office : Master of Accounting, Faculty of Economics and Business,
Universitas Gadjah Mada
Surgery hours : Friday, 10.00-12.00or by appointment
Phone : +62 (274) 580 726 (office) extension 107
Email : budi_santoso@fe.ugm.ac.id


Course Description

The course of Seminar in Management is intended to be a challenging and exciting
course that discusses a series of influential recent perspective in management. The
discussion will focus on different (an in many cases, conflicting) schools of thought,
approaches, and techniques, each of which can be useful in some managerial contexts.
The reflect the most recent (state of the art) development in the management field. The
course structure is bulit around managerial issues, providing students with a richer
understanding of the concepts management, which are discussed from many angles. By
discussing alternative management persepctive, it is expected that the course can broaden
and sharpen your managerial frame of mind.

Course Objectives

Three primary objectieves of this course are:

1. Knowledge. To facilitate the process of in-depth mastery of influential new thoughts
in the field of management,
2. Skill. To develop your capability to identify dan define managerial issues, and select
and apply theories, approaches, management tool kits that are the most relevant and
helpful in a particular situation, and combining them in a coherent fashion,
3. Attitude. To build your critical, analytical, and creative mindset, and provide you with
opportunity to practice in the exercise of judgment

Learning Materials

Learning materials contain a number of articles and cases. These articles are selected
from respected, practical oriented journals in the field of business or management, such
as Harvard Business Review, Sloan Management Review, California Management
Review, and Academy of Management Executive. Each class session will discuss two or
three articles, which are relevant to the topic schedules for each class discussion.


International Undergraduate Program
Faculty of Economics and Business
University Gadjah Mada
2
It is expected that those articles will provide you with first hand ideas and theories
developed by a number of influential scholars in the management field.

Class Requirement

1. Class Participation. Each student is expected to attend all classes and contribute
significantly to class discusssion and in-class analysis of the cases. Due the fact that
participation in class discussion count 20% of your grade, each student is required to
be an active participant and make meaningful comments on articles being discussed.
Each student will have the opportunity to present the learning materials. Your grade
on class participation is something to be earned via consistent contribution to class
discussions. The responsibility for making the learning process success is yours.
2. Executive Summaries. Each student is required to submit an executive summary
(limited to 1 page) for each article and each case. These written assignments are due
on the day the article and/or case is scheduled for class discussion (see the course
outline) and should be turned in to your instructor at the end of class period. Reports
that are turned in after the scheduled class period are eligible for a grade no higher
than C. No late reports will be accepted if submitted more than three class days past
the scheduled due date (expect by perarranged consent of the instructor).

3. Exam . Midterm and final examinations will be conducted to test your knowledge,
understanding, comprehension, and capability to apply the course material in solving
actual managerial problems. The exams will not be cumulative.

Student Evaluation

Midterm Exam 25%
Final Exam 30%
Presentation and Participation in class discussion 30%
Executive Summary 15%
















International Undergraduate Program
Faculty of Economics and Business
University Gadjah Mada
3

Course Outline and Readings

Session 1: Course Overview

Session 2: New Competitive Landscape and Strategic Leadership

(1) Hinterhuber, H.H., Popp, W. (1992) Are you a strategiest or just a manager?
Harvard Business Review, J anuary-February, pp. 105-113

(2) Hitt, M.A, Keats, B.W & DeMarie, S.M (1998) Navigating in the New Competitive
Landscape: Building Strategic Flexibility and Competitive Advantage in the 21
st

Century, Academy of Management Executive, vol.13, pp: 43-57

(3) Ireland, R.D, & Hitt, M.A (1999) Achieving and Maintaining Strategic
Competitiveness in the 21
st
Century: The Role of strategic Leadership, Academy of
Management Executive, 13 (1), pp.43-57

Session 3: Organizational Purpose

(4) Collins, J .C & Porras, J .I (1996) Building your Companys Vision, Harvard
Business Review, Septemner-October, pp: 65-77

(5) Lipton, M (1996) Demystifying the Development of an Organizational Vision,
Sloan Management Review, Summer: 83-92

Session 4: Management Innovation

(6) Hammel, G. (2006) Rhe Why, What, and How of Management Innovation, Harvard
Business Review, February, pp.72-82

(7) Peffer, J . & Sutton, R.I (2006) Evidence-based Management, Harvard Business
Review, J anuary, pp.63-74

Session 5: Value Innovation

(8) Kim, W.C & Mauborgne, R (1997) Value Innovation: the Strategic Logic of High
Growth, Harvard Business Review, J anuary-February, pp. 103-112

(9) Kim, W.C & Mauborgne, R (2004) Blue Ocean Strategy, Harvard Business Review,
pp.76-84





International Undergraduate Program
Faculty of Economics and Business
University Gadjah Mada
4
Session 6: Decision Making

(10) Mankins, M.C & Steele, R. (2006) Stop Making Plans: Start Making Decisions,
Harvard Business Review, J anuary, pp.76-84


(11) Rogers, P & Blenko, M (2006) Who has the Decision? How Clear Decision Roles
Enhance Organizational Performance, Harvard Business Review, J anuary, pp. 53-61


Session 7: Competition

(12) Langley, A (1995) Between paralysis by analysis and extinction by instinct,
Sloan Management Review, Spring, pp. 63-75

(13) Porter, M.E (1998) Clusters and the New Economics of Competition Harvard
Business Review, 76(6), pp.77-90

(14) Zahra, SA (1993) Blind Spots in Competitive Analysis, Academy of Management
Exceutive, 7(2), pp.7-28

Session 8: Competitive Advantage

(15) Barney, J .B (1995) Looking Inside for Competitive Advantage, Academy of
Management Exceutive, 9 (4), pp.49-61

(16) Dess, G.G & Picken, J .C (1999) Creative Competitive (dis)Advantage: Learning
from Food Lions FreeFall, Academy of Management Exceutive, 13(3), pp: 97-111

Session 9: Globalization

(17) Gupta, A.K & Govindarajan, V. (2001) Converting Global Presence into Global
Competitive Advantage, Academy of Management Executive, 15 (2), pp.45-56

(18) Zou, S & Cavusgil, S.T ( ) Global Strategy: A Review and an Integrated
Conceptual Framework, European Journal of Marketing, 30 (1), pp. 52-69

Session 10: Sustainable Management

(19) Berry, MA & Rondinelli, D.A (1998) Proactive Corporate Environmental
Management: a New Industrial Revolution, Academy of Management Executive, 12 (2),
pp.38-50

(20) Hart, S.L (1997) Beyond Greening: Strategies for a Sustainable World, Harvard
Business of Review, J anuary-February, pp.67-76

International Undergraduate Program
Faculty of Economics and Business
University Gadjah Mada
5
Session 11: Strategic Alliances

(21) Kanter, R.M (1994) Collaborative Advantage: the Art of the Alliance, Harvard
Business Review, J uly-August, pp.96-108

(22) Sankar, C.S Boulton, W.R., Davidson, N.W., Synder, C.A &Usery, R.W (1995)
Builidng a World-Class Alliance: The Universal Card-TSYS case, Academy of
Management Executive, 9 (2), pp.20-29

Session 12: Managing Change

(23) Beer, M & Nohria, N (2000)Cracking the Code of Change, Harvard Business
Review, November-December, pp. 127-139

(24) Kotter, J .P (1995) Leading Change: Why Transformation Efforts Fail, Harvard
Business Review, March-April, pp. 133-141

(25) Pascale, P., Millemann, M., & Gioja, L. (1997) Changing the Way We Change,
Harvard Business Review, November-December, pp. 127-139

Session 13: Performance Management

(26) Kaplan, R.S & Norton, D.P (1992) The Balanced Scorecard Measures that Drive
Performance, Harvard Business Review, J anuary-February, pp.71-79

(27) Kaplan, R.S & Norton, D.P (1996) Using The Balanced Scorecard as a Strategic
Management System, Harvard Business Review, J anauary-February, pp. 75-85

Session 14: Learning Change

(28) Garvin, D.A (1993) Building a Learning Organization, Harvard Business Review,
J uly-August, pp. 78-91

(29) Slater, S.F & Narver, J .C (1995) Market Orientation and the Learning
Organization, Journal of Marketing, vol.59, pp. 63-74