DREXEL UNIVERSITY

 

MANAGEMENT 450

 

BUSINESS STRATEGY AND SOCIAL RESPONSIBILITY

SCHEDULE SPRING TERM 2007

 

 

WEEK 1

STRATEGIC CONCEPTS

WEEK 2

THEORIES

WEEK 3

TOOL & TECHNIQUES

WEEK 4

MINI CASE #1: MERCK AND THE RECALL OF VIOXX

WEEK 5

STRATEGIC AND ORGANIZATIONAL ALTERNATIVES – PEARSON PUNCH PRESS /E-COMMERCE ETC

WEEK 6

MINI CASE #2: GE’S TWO-DECADE TRANSFORMATION: JACK WELCH’S LEADERSHIP

WEEK 7

MIDI CASE (EXAM): WAL-MART’S STRATEGY FOR THE 21ST CENTURY: SUSTAINING DOMINANCE

WEEK 8

MINI CASE #3: STARBUCKS CORPORATION COMPETING IN A GLOBAL MARKET

 

WEEK 9

MAXI-CASE PRESENTATIONS

WEEK 10

MAXI – CASE PRESENTATIONS

WEEK 11

OVERVIEW/SUMMARY

 

                               

DR. MILTON SILVER
ROOM 330 - ACADEMIC BUILDING
PHONE (215) 895-2l50
FAX (215) 895-2891
E-MAIL: silverm@drexel.edu


INTERNET: http://www.pages.drexel.edu/~silverm

 

 

TEXT:  (T) Customized Course Pack – Thompson-Gamble- Strickland

Strategy: Winning in the Marketplace

                                     Dess-Lumpkin-Taylor, Strategic Management, Text and Cases

 

Available in Drexel Bookstore.

 

 

 

 SUPPLEMENTARY:

COURSE PURPOSE

 

This course is designed to be the capstone course of your business studies. The supplementary reference list provides for refreshing of skills as required.  You will be expected to bring together the knowledge and experience you have gained throughout your undergraduate studies including co-op experiences and apply it to selected corporations.  Case analyses, using verbal, graphic, and written presentations of strategic plans, are the bases of this course.

COURSE EMPHASIS

  •   Development of strategic thinking
    •   ANAYSIS - DECISION - RESULTS - COMMUNICATION
    •  CREATIVITY - INNOVATION - FUTURE ORIENTATION
  •   The role and function of the strategic manager
  •   Integration of ethics and social responsibility into decision-making
  •   The process of strategy formulation, implementation, and control
  •   External Global/National Analysis
    •   Past - Present - Forecasted Future data on:

                  - Economic Forces
                  - Social Forces
                  - Political Forces
                  - Technological Forces
                  - Industry and segments
                  - Competitive Forces
 

  •   Internal organization analysis
    •    Assessment of organizational functions and resources - human, financial, material and

               managerial

    •    Assessment of corporate culture and it’s impact on business planning

 

 

 

 COURSE REQUIREMENTS

GRADING

 

CLASS PARTICIPATION
 

  •    Each week you will be expected to participate.
  •    Assessment is as follows:

Team Member Rating = 10%

Class Discussion = 10%

Attendance and punctuality = 10%

                                    _________

                                    Total=  30%

                                   __________

Each week Teams will be responsible for submitting (via email) a series of Questions, INCLUDING ANSWERS, regarding the week’s Chapter(s).  These questions should be emailed in advance to (1) the presenting Team that week, (2) Dr. Silver, and (3) your TA.  Submissions count toward your overall Participation grade.

PLEASE NOTE: 
There is a proper, acceptable format for the weekly Q&A submissions. Those not formatted properly will NOT be accepted or counted towards your grades, so PLEASE FOLLOW THE GUIDELINES.  Questions should be saved in a Word Document, which also includes course number AND section, and Team #.  Please include the following in the Subject Line of emails AND save the files each week with the following title: 


450.1_Team3_Ch6.doc  [according to the proper section, Team #, and Chapter, of course]
Again, failure to submit in this format will result in a decreased Participation grade.

 

INDIVIDUAL WRITTEN CASE ANALYSES

  (A)  MINI Cases(3):  To be used as a basis for class discussions of major  topics.

Requirements:  Five (5) pages (approximately).  Individually written report of analysis issues and recommendations.  Team(s) will rotate responsibility for leading the discussion.

(B)    (B)    MID TERM EXAM (MIDI Case): One (1), six (6) to ten (10) pages (Approximately), individually  written case analysis (business plan) that must include:

  1. YOUR mission for the future of the organization.

  2. YOUR future objectives for the organization.

  3. YOUR analysis and quantitative forecast of industry and company.

  4. YOUR strategic decisions, i.e., actions, with results, to accomplish objectives.

  5. A three (3) year future pro forma income statement.

  6. YOUR participation in class discussion and case debrief.

 NOTE :  Case will be assigned in class.
 
 

(C) TEAM STRATEGIC PLAN

  MAXI: A STRATEGIC PLAN that incorporates two efforts:

 Effort 1: A 25 Page Written Report(Approximately)

  The following must be included in the written strategic plan report:

  1. Future mission and objectives decided by you.

  2. Analysis and forecast of social, technical, economic, and political forces with attention to global aspects.

  3. Analysis of industry history and quantitative industry  forecast on a global and domestic basis.

  4. Illustration and source of a share analysis.

  5. Evaluation of alternative strategies.

  6. Decision on strategic course showing basis and actions, with results, required to achieve indicated performance goals on each major strategic action.

  7. Organizational process changes with schedules and budgets.

  8. Pro-forma financial statements, i. e., cash flows balance sheets, and income statements to show impact of decision in  the short-term, intermediate-term and long-term for a  minimum of 5 years.

  9. Sufficient research, quantitative analysis, style, and  organization to meet business planning standards.

  10. Typed, doubled spaced, table of contents, number pages, exhibits, and indicate sources.
 

 Effort 2: Team Discussion/Presentation

Each team must run a one (1) hour maximum presentation and discussion of the case.

The presenting team also indicates its role and audience role, both of which must be internal to the organization.

For intelligent participation in the team case discussions and to help in the selection  of the third individual case, each team must provide one copy of each of the following materials to every class member and the instructor:

    1. Company’s most current Annual Report

    2. Company analysis from Value line

    3. Standard & Poor’s Industry Survey

Class members, including the instructor will provide critical, constructive feedback regarding the quality of case preparation and presentation - i.e., Analytic content and presentation skills.  Form provided by Instructor.  In addition each team will be required to objectively analyze the effectiveness of the Team Work and the efficiency of the participation/contributions by the respective Team Members (Forms provided by Instructor).
 
 

GRADING

  30% CLASS PARTICIPATION

  40% INDIVIDUAL WRITTEN CASE ANALYSIS
   "MINI" and "MIDI"

  30% TEAM STRATEGIC PLAN
   "MAXI" Case

PROFESSOR IS AVAILABLE FOR
INDIVIDUAL DISCUSSION
BY APPOINTMENT  (Tuesday & Thursday 4-6 PM)

DR. MILTON SILVER

ROOM 330 ACADEMIC BUILDING

PHONE: (215) 895-2150

FAX: (215) 895-2891

E-MAIL: SILVERM@DREXEL.EDU

INTERNET: http://www.pages.drexel.edu/~silverm


 


  Drexel University
MGMT 450 / Business Policy and Social Responsibility


WEEK                 ASSIGNMENT                                                REQUIREMENT_____          

 

1                   I.  Introduction and Overview   

Jan. 7           (T) Ch. 1 What is Strategy and                       Team Formation

Why it is Important?                                       Personal Development Contract

Introduction to Strategic Audit

-------------------------------------------------------------------------------------------------------------------

Strategic Audit Due.

2                   II.  Core Concept and Analytic Tools

Jan. 14         (T) Ch. 2 Analyzing a Company’s                    Selection of Maxi Case company(s) by Teams

                    External Environment                                       Structure For Strategic Formulation

                                                                                           Implementation and Evaluation and Control

 

--------------------------------------------------------------------------------------------------------------------

 

3                   III.  Crafting the Strategy

Jan. 21        (T) Ch. 3 Analyzing a company’s                     Application(s) of Porters

Resources and Competitive Position                Five Factor Analysis
                                                                      Industry Value Chain

--------------------------------------------------------------------------------------------------------------------

 

4                   III.  Crafting the Strategy

Jan. 28         (T) Ch. 4 Crafting a Strategy:                          Mini Case # 1 DUE

                    The Quest for Competitive Advantage              Application of Structure for assessing Core Competence

                                   Assign Mini Case # 2

- Due Week #6

                                                                                           Assign Midi Case

- Due Week #7 
                                 

---------------------------------------------------------------------------------------------------------------------

5                   IV.  Executive the Strategy

Feb. 4          (T) Ch. 7 Building a Capable                           Strategic and Organizational

                    Organization and Instilling Culture                     Alternatives – Pearson Punch

                    (T) Ch. 8 Managing internal                             Press and E-Commerce

                    Operations:- Actions That Facilitate

                    Strategy Execution

                                        

-------------------------------------------------------------------------------------------------------------------------------------------

                                                                                           Mini Case #2 DUE

6                 III.  Crafting the Strategy                                  Assign Mini Case #3

Feb. 11       (T) Ch. 6 Diversification: Strategies                    Due Week #7

                   for managing a group of Businesses

                                    

---------------------------------------------------------------------------------------------------------------------

 

7                 III.  Crafting the Strategy                                  Assign Mini Case #3

Feb. 18      (T)Ch.5 Competing in Foreign Markets            Presentation: Midi CASE

                                                                                           Feedback - Presentation

                                                       and Content.

 

 

------------------------------------------------------------------------------------------------------------
                                                                                           Mini Case #3 DUE

8                   IV.  Executive the Strategy                              Supplementary Topics
Feb. 25         (T) Ch. 7 Corporate Culture Revisiter             Performance and Team Effectiveness

(T) Ch. 8 Managing Internal Operation            Cultural Factors in Business Strategy

                      

                                  

---------------------------------------------------------------------------------------------------------------------

 

9                  Strategic Plan Presentations MAXI Case         Critique/ Feedback- Case Analysis

Mar. 4          Panel: Outside Executives                        

                    Written Report Due                                         Presentation skills
                                                                                          Team/Member
                                                                                           Effectiveness Rating

            

-------------------------------------------------------------------------------------------------------------------

 

10                 Strategic Plan Presentations MAXI Case        Critique/ Feedback- Case Analysis

Mar. 11         Panel: Outside Executives                              

Written Report Due                                        Presentation skills

Team/Member Effectiveness Rating

            

------------------------------------------------------------------------------------------------------------------

 

                     Optional Plan Presentation 

11               Business Policy Summary                                Prepare - Exchange Evaluation Data                       

Mar. 18        Evaluation of Course            

Strategic Audit
Formulation of Strategy to Improve

MGMT 450
Personal Development Contract

 

____________________________________________________________________________________


MGMT 450  Business Policy and Social Responsibility

MAJOR THEMES


General

 A (preliminary) course Syllabus is enclosed as indicated the course is partitioned into three (3) major sections.

 (1) Development of theories, practices and techniques that relate to Strategy Formulation - i.e. Vision/Mission Goals, Objectives Strategic Action Plan and Policies.  Then Strategy Implementation (Budgets, Programs/Projects and Procedures; and finally Strategy Measurement and Evaluation (Control).

 (2) Three (3) Individual Case (Company) Analysis - Requirements are outlined on the Syllabus.  The aim is to provide the student with a package of techniques/skills and practical framework for addressing the crucial business problems of Strategic-Long Range Planning. Also there is a Midi Case Analysis-
Preparation of a Business Plan which will serve as the mid term exam.

 (3) Team Strategic Plan that incorporates two (2) major efforts - a) Preparation of written report as per requirements list and b) Team conducted discussion on presentation of the case.  The syllabus outlines the precise nature of this effort.

     The grading encourages participation and the development of analytic skills for Case(s) Preparation and presentation.
 

Specific Skills Areas

    The strategy for addressing the priority MBA Themes rests largely in the pinpointed selection of the individual case(s) - companies by the instructor.  Also, the syllabus makes clear the week(s) of priority attention for the respective themes.  And finally the supplementary references accompanying the syllabus drawn from appropriate courses provide an opportunity to refresh and/or learn key theories/techniques and thereby skills that are attendant.
 

People Skills

     The primary vehicle for addressing "People Skills" is through the formation of multidisciplinary (Majors) and multi company (Divisions of a conglomerate) teams.  Note:  The composition of the MBA class will provide the opportunity to assess cross cultural issues.  Discussion of participative strategic planning will be supported by "supplementary readings".  Pass out materials will support identification of term roles - i.e. leader,  scribe, etc. and a 9 Factor assessment of team performance including team/group decision making , self assessment instrumentation will be provided (Profile Analysis, Thomas Kihlman Conflict Resolution) so that participants can understand individual style differences, self vs others and develop effective participative skills.  Intro team feedback will provide a basis for assessing and discussing individual participative technical and interpersonal skills and their impact on team planning effectiveness.
 

 Pragmatic Emphasis

     The successful "running of a business" starts with identifying and resolving issues related to the answering of three (3) basic questions - (1) What is the business? - (2) What will the business be? (If no significant changes are made) and (3) What should the business be?  The proposed analytic framework integrates the techniques and contributions of "classical business functions" of Management, Marketing, Finance, Accounting, Statistics (Forecasting) etc.  Real world focus is provided by the "cases".  Companies selected for individual and Team study.  Participants and directed/encouraged to use technologically available sources of information.  The proposed strategies will be "assessed" both for strategic innovativeness and for practicality.  Note:  "References will be furnished upon request".
 

Communications Skills

     Opportunities to develop written business reports (and presentations) are provided to individuals and teams.  Feedback will address the organization  of these reports as well as the clarity and completeness of the materials presented.  Intro team feedback will address for each individual the quality of the communications/content of their respective contributions to the team report.

     Similarly, class feedback will be provided regarding the quality of case presentations - both content and  communications skills will be assessed.  Supplementary references (reading assignments) will be provided with the syllabus.
 

Global Perspective

     Selection of case studies - i.e. companies is the key.  The instructor will select companies (individual analysis) that conduct business in the global environment.  The development of business strategy reports will require the grappling with international forces in economics, finance, marketing and the international management of human and other  resources.  Team selection of the master case must be approved by the instructor.  Such approval rests on demonstration that the business/company selected confronts significant multinational issues in the development of their business strategy.

     The individual case selections by instructor and master case approval process will in similar fashion assess the significance of multi cultural/global ethical dimensions in the formulation, implementation and control of business strategy.
 

Ethical Dimensions

     As indicated in above section on Global Perspective the selection of individual cases and approval of master case will be the key.  The inter-linking of global and ethical issues will provide a very current appreciation of some of the thorniest problems confronting executives and managers in the decision making that provides directions for contemporary businesses.  Here too, a supplementary set of references - readings is provided.
 
 

Technological Competence

     The executive role as "defined by" current and emerging technologies is addressed in a number of significant ways:

  a)  Case Analysis
Participants are encouraged to utilize the technological capabilities available in a) the scheduling and conduct of team meetings b) the exchange of information among team members and the access of information sources, data basis to gain needed information and c) was of sophisticated analytic tools for such purposes as "what if analysis" and forecasting.

  b) Case Report Preparation and Presentation
Here too the participants are encouraged to be innovative and creative in the printing of reports and presentation materials.  Many forms of technology base assistance are available and we can support.

  c)  Perhaps most importantly, the selection of case studies can identify high tech firms.  In the recent past American On Line and Intel (among others) have been the subjects of very tine master case analysis.  Materials are also available to support instructor assignment of such a firm for individual case preparation.