MAN 401 Advanced Stategic Management and Business Policy

Wheelen, T.L., Hunger, J.D. Strategic Management and Business Policy: Globalization, Innovation and Sustainability 14th ed (Pearson, 2015).
ISBN13: 9780133126129

Students can obtain this text book from the following source:
1) https://www.pearson.com/store/p/strategic-management-and-business-policy-globalization-innovation-and-sustainability/P100000922443/9780136879862

2)In addition, it is recommended that students have access to MyManagementLab®, by Pearson. This can be accessed here: https://www.pearson.com/store/p/strategic-management-and-business-policy-globalization-innovation-and-sustainability/P100000922443/9780136879862

3) The following study guide will be made available upon enrollment:
Wheelen, T.L., Hunger, J.D. PowerPoint Presentation for Strategic Management and Business Policy: Globalization, Innovation and Sustainability 14th ed (Pearson, 2015).

Lesson Overview

Lesson 1: Basic Concepts of Strategic Management
Read Chapter 1

In this lesson the students learn about the benefits of strategic management and explain how globalization and environmental sustainability influence strategic management. The students become familiar with the basic model of strategic management and its components. The students learn how to identify some common triggering events that act as stimuli for strategic change and understand strategic decision-making modes. The students use the strategic audit as a method of analyzing corporate functions and activities

Lesson 2: Corporate Governance
Read Chapters 2

In this lesson the students describe the role and responsibilities of the board of directors in corporate governance and understand how the composition of a board can affect its operation. The students describe the impact of the Sarbanes-Oxley Act on corporate governance in the United States and learn about trends in corporate governance. The students explain how executive leadership is an important part of strategic management

Lesson 3 – Social Responsibility and Ethics in Strategic Management
Read Chapter 3

In this lesson the students compare and contrast Friedman’s traditional view with Carroll’s contemporary view of social responsibility. The students examine the relationship between social responsibility and corporate performance and explain the concept of sustainability. The students learn about how to conduct a stakeholder analysis and explain why people may act unethically. The students describe different views of ethics according to the utilitarian, individual rights, and justice approaches.

Lesson 4 – Environmental Scanning and Industry Analysis
Read Chapter 4

In this lesson the students look at aspects of an organization’s environment that can influence its long-term decisions. The students learn how to identify the aspects of an organization’s environment that are most strategically important. The students learn how to conduct an industry analysis to understand the competitive forces that influence the intensity of rivalry within an industry. The students examine how industry maturity affects industry competitive forces and how to categorize international industries based on their pressures for coordination and local responsiveness. The students learn about how to construct strategic group maps to assess the competitive positions of firms in an industry and identify key success factors and develop an industry matrix. the students learn about how to use publicly available information to conduct competitive intelligence and to know how to develop an industry scenario. the students learn how to construct an EFAS Table that summarizes external environmental factors

Lesson 5 – Internal Scanning: Organizational Analysis
Read Chapter 5

In this lesson the students learn about the resource-based view of the firm to determine core and distinctive competencies. the students learn about how to use the VRIO framework and the value chain to assess an organization’s competitive advantage and how it can be sustained. The students examine how to understand a company’s business model and hot it could be imitated. The students learn to assess a company’s corporate culture and how it might affect a proposed strategy. The students learn how to scan functional resources to determine their fit with a firm’s strategy. The students learn about how to construct an IFAS Table that summarizes internal factors/

Lesson 6 – Strategy Formulation: Situation Analysis and Business Strategy
Read Chapter 6

In this lesson the students learn how to organize environmental and organizational information using a SWOT approach and the SFAS matrix. The students learn about how to understand the competitive and cooperative strategies available to corporations and to list the competitive tactics that would accompany competitive strategies. The students learn how to identify the basic types of strategic alliances.

Lesson 7: Strategy Formulation: Corporate Strategy
Read Chapter 7

In this lesson the students learn how to understand the three aspects of corporate strategy and apply strategies of growth, stability, and retrenchment. The students learn about the differences between vertical and horizontal growth as well as concentric and conglomerate diversification. The students learn how to identify strategic options to enter a foreign country. The students learn about how to apply portfolio analysis to guide decisions in companies with multiple products and businesses. The students learn how to develop a parenting strategy for a multiple-business corporation.

Lesson 8: Strategy Formulation: Functional Strategy and Strategic Choice
Read Chapter 8

In this lesson the students learn to identify a variety of functional strategies that can be used to achieve organizational goals and objectives. The students learn about what activities and functions are appropriate to outsource in order to gain or strengthen competitive advantage. The students learn how to recognize strategies to avoid and understand why they are dangerous. The students learn about how to construct corporate scenarios to evaluate strategic options. The students learn how to develop policies to implement corporate, business, and functional strategies.

Lesson 9: Strategy Implementation: Organizing for Action
Read Chapter 9

In this lesson the students learn about how to develop programs, budgets, and procedures to implement strategic change. The students learn about the importance of achieving synergy during strategy implementation. The students examine how to list the stages of corporate development and the structure that characterizes each stage. The students learn to identify the blocks to changing from one stage to another. The students look at how to construct matrix and network structures to support flexible and nimble organizational strategies. The students learn how to decide when and if programs such as reengineering, Six Sigma, and job redesign are appropriate methods of strategy implementation. The students learn about the centralization versus decentralization issue in multinational corporations.

Lesson 10: Strategy Implementation: Staffing and Directing
Read Chapters 10

In this lesson the students learn about the link between strategy and staffing decisions. The students look at how to match the appropriate manager to the strategy. The students learn about how to implement an effective downsizing program. The students learn about important issues in effectively staffing and directing international expansion. The students learn how to assess and manage the corporate culture’s fit with a new strategy. The students learn how to formulate effective action plans when MBO and TQM are determined to be appropriate methods of strategy implementation .

Lesson 11: Evaluation and Control
Read Chapter 11

In this lesson the students learn about the basic control process. The students learn how to choose among traditional measures, such as ROI, and shareholder value measures, such as economic value added, to properly assess performance. The students learn how to use the balanced scorecard approach to develop key performance measures and apply the benchmarking process to a function or activity. The students learn how to develop appropriate control systems to support specific strategies including performance measurement.

The student’s final grade will be based on a final examination. Examination questions will cover all topics covered in the readings. Students will have two hours to complete the final examination.  Students will be assigned a number grade from 0-100. A letter grade will also be issued in accordance with the following scale:

90-100 – A
80-89 – B
70-79 – C
0-69 – non passing