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SMO 641
Business Strategy
Winter, 2015
Section B-1 (2:00-4:50pm)
Section X50 (6:30-9:30pm)
Location: Thursdays room 3-5
Instructor:
Office:
Telephone:
E-mail:
Marvin Washington
BUS 4-30F
2-2311
washingt@ualberta.ca
INTRODUCTION
Strategic Management is intended to be a challenging and exciting capstone course for
the MBA curriculum. The material in this course is designed to keep your interest
and attention. In my mind, the glamour of strategizing and managing an organization
down the road of success makes the course exciting to take and fun to teach. I hope
this course will be the best you have ever had and that it will be instrumental in
helping to make you more successful in your career and much wiser about the secrets
of successful management.
OBJECTIVES
The primary objective of this course is to introduce you to the analysis and
formulation of strategic problems and decisions facing managers and leaders. This
class will focus on both the making and execution of business strategy. The diagnosis
of business problems is only a small component of a successful competitive strategy.
Making a particular strategy work, for a specific firm in a particular market, is a
critical and underemphasized element of strategic management. You will be
encouraged and challenged to work through the implementation of any prospective
strategies. To this end, we will analyze cases pertaining to strategic management
issues and discuss a variety of readings on the topic of strategic management
Another objective of this course is to provide you with a final capstone experience to
your MBA career. As such, you will, working in a group environment, analyze a live
organizational strategic case. By live, I mean that a company has volunteered their
organization as a living laboratory complete with history, objectives, problems and
potential solutions. Your job will be to understand their desire, analyze their situation,
and recommend a strategic course of action. To help you with this activity, there will
be a group of co-facilitators who will discuss specific issues of strategic management
(implementation, globalization, finance, marketing, etc.) and act as mentors for your
project.
The last major object of this course is to improve your teamwork skills and your
written and oral communication skills. Contemporary managers are valued not only
for their skills at technical analysis and problem solving, but also for their ability to
communicate their solutions, persuade others of the viability of their insights and
construct creative solutions in a group context. After completing your MBA in general,
and this class in particular, you should be able to think critically in new and
unfamiliar circumstances through the application of conceptual and theoretical
understandings of core business fundamentals. You should also be able to apply
relevant qualitative and quantitative techniques to problem solving.
REQUIRED MATERIALS
Successful Organizational Transformation: The five critical
elements. Washington, Hacker & Hacker, 2011. Business
Expert Press.
Course packet of cases to be purchased directly from HBS
https://cb.hbsp.harvard.edu/cbmp/access/43286895
https://cb.hbsp.harvard.edu/cbmp/access/38305
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RECOMMENDED MATERIALS
Understanding Business Strategy: Concepts Plus (3rd edition). Ireland,
Hoskisson, Hitt. 2012 South-Western Publishing.
LEARNING GOALS
The Alberta MBA Program curriculum is based on the following set of learning goals:
Business Fundamentals
Teamwork and Leadership Skills
Critical Thinking and Problem Solving
Communication Skills
Ethical Awareness
Quantitative and Information Processing Skills
Global Awareness
COURSE REQUIREMENTS
Live Case
Written Report
Final presentation
Evaluation of your team members
Individual exam
Current Event
Class contribution
Reflection paper
Total
125
75
25
Points
225
75
50
100
50
500
The project report should be no more than 35 pages of text (double-spaced), not
including the appendices. Note all projects must follow research ethics board
guidelines found at
http://www.business.ualberta.ca/Research/ResearchEthicsBoard/PoliciesProcedures.aspx
Reflection Paper
This course is a capstone class, integrating concepts from all of your business courses.
This assignment, 3 pages maximum, gives you a chance to reflect on the learning you
have gained from the class discussion, lectures and assignments.
You are to write, in detail, 3 learnings that you have gained from this class about
strategic management. One of the learnings has to deal with the live case. This is
due March 31 11:59pm. This assignment will be uploaded via ulearn.
This assignment seeks to achieve the critical thinking and problem solving and
communication skills learning goals.
All written assignments should be typed or word-processed, double-spaced, pages
numbers on the bottom, with reasonable fonts and margins (11-12 point, 1), and
stapled in the top left corner. No need for any sort of folders or binders around your
papers, and do keep a back-up copy.
COURSE POLICIES
Grading
Evaluation will be completed and expressed in raw marks throughout the course. Grades
(using the letter grading system) will be assigned only to the final distribution of mark totals for
the course. Grades will be assigned based on a combination of absolute achievement and
relative performance in this class and remain unofficial until approved by Faculty Council or
its designate (i.e. Associate Dean). Grades below C+ are failures at the Master's level and are
given when there are significant problems with that student's performance in the class. A
passing grade (C+) in this course is 70%. Grading Rubrics for each assignment will be made
available on ulearn. The historical average in the class has been a B+. Approximately 40% of
students in the class receive an A or A+ and approximately 15% of students in the class receive
aB
Attendance
Attendance in this course is very important. Missing a class has consequences for completing
assignments and preparing for exams. Students who arrive late or are absent from class are
responsible for getting materials and information about the class activities from their
classmates. "Those who choose not to attend must assume whatever risks are involved"
(University of Alberta Calendar, Section 23.3)
http://www.registrar.ualberta.ca/calendar/Regulations-and-Information/AcademicRegulation/23.3.html#23.3
Disruptive Behaviour
As per the Code of Student Behaviour, students who are disruptive may be asked to leave. To
ensure a positive learning environment for all, please make sure that your actions do not
disrupt the instructor or other students in the class.
(See the UofA Code of Student Behaviour at
http://www.uofaweb.ualberta.ca/gfcpolicymanual/content.cfm?
ID_page=37633§ion=38360&subsection=38366&contentshow=subsection)
Arrive on time and prepared for class. Chronically arriving late is distracting.
Turn off your cell phone or place ringer on silent. Texting is not permitted during class.
Listen to the instructor during lectures and other students during discussions. Refrain
from off-task conversations that disrupt the learning of yourself and others.
Recording of Lectures
Audio or video recording of lectures, labs, seminars or any other teaching environment by
students is allowed only with the prior consent of the instructor or as a part of an approved
accommodation plan. Recorded material is to be used solely for personal study, and is not to be
used or distributed for any other purpose without prior written consent from the instructor.
Accommodations
Students who require accommodations in this course due to a disability affecting mobility,
vision, learning, or mental or physical health are advised to discuss their needs with
Specialized Support and Disability Services, 2-800 Students Union Building, 780-492-3381
(phone) or 780-492-7269 (TTY).
Final Note
The course outline acts as an agreement between the student and the instructor regarding the
details of the course. Circumstances might develop, during a term, where a change to the
course outline, as set out in 23.4(2)a, makes sense to all concerned. Such changes shall only
occur with fair warning or general class consent. Policy about course outlines can be found in
Section 23.4(2) of the University Calendar.
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COURSE OUTLINE
Day
Topic
January 7
INTRODUCTION TO STRATEGY
Kim, W. Chan; Mauborgne, Rene. 2004. Blue Ocean Strategy. Harvard
Business Review, 82 (10): 76-84
Collis, David J.; Rukstad, Michael G.. 2008. Can you say what your strategy is?
Harvard Business Review, 86 (4): 82-90
Martin, Roger L. 2014 The Big Lie of Strategic Planning. Harvard Business
Review, 92 (1/2): 78-84
Kaplan, Robert S. & Norton, David P. 2008 Mastering the Management System.
Harvard Business Review, 86 (1): 62-77
Understanding Business Strategy Chapter 2
Live Project Discussion
Ethics discussion
Class Discussion
o Robin Hood (will be handed out in class)
January 14
CORPORATE AND COOPERATIVE STRATEGY
Understanding Business Strategy chapter 7 & 9
Sonnenfeld, Jeffrey, Kusin, Melanie & Walton, Elise. 2013. What CEOs really think
of their boards. Harvard Business Review, 91 (4) 98-106.
Garvin, David A. & Levesque, Lynne C. 2008. The multi-unit enterprise. Harvard
Business Review, 86 (6): 106-117
Nolop, Bruce. 2007. Rules to acquire by. Harvard Business Review, 85(9): 129-139
Aiello, Robert J. & Watkins, Michael D. 2000. The fine art of friendly acquisition
Harvard Business Review, 78 (6): 100-107
Bower, Joseph L. 2001. Not all M&As are alike and that matters. Harvard Business
Review, 79 (3): 92-101
Library presentation: Secondary research for your live projects
Live project selection
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Kotter, John P. 2001. What leaders really do. Harvard Business Review, 79 (11):
85-96
Hamm, John. 2006. The five messages leaders must manage. Harvard Business
Review, 84 (5): 114-123
Case Discussion
o Lululemon case
March 31
PRESENTATIONS
April 7
PRESENTATIONS
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