Outline STEN4980 1&2 Fall2019 Blackboard PDF

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Download Outline STEN4980 1&2 Fall2019 Blackboard PDF

Description

STEN 4980-1 AND 2

Strategic Management Fall 2019

Class meetings

Section 1: Monday and Wednesday, 11:30 am to 12:50 pm, Odette Room B06 Section 2: Monday and Wednesday, 13:00 pm to 14:20 pm, Odette Room B06

Instructor

Dr. Hongwei Xu

Office hours

M 14:30 pm to 15:30 pm W 14:30 pm to 15:30 pm

Email

[email protected] PLEASE EMAIL ME VIA BLACKBOARD

Telephone

519-253-3000, Ext. 3145

Office

Odette Room 440

Secretary Office

Ms. May Nhan Odette, Room 405

Email

[email protected]

The Odette School of Business and the University of Windsor sit on the Traditional territory of the Three Fires confederacy of First Nations, comprised of the Ojibway, the Odawa, and the Potawatomie. 1.1

Calendar Description

Taught from the perspective of the CEO, this is the capstone course of the B.Comm. Program. It is designed to integrate the knowledge gained in all business courses and focus such knowledge on the central task of managing the firm in its entirety. (Prerequisites: All other required Business courses and Semester 7 or 8 standing for B. Comm. students, or Semester 5 or 6 standing for B. Comm. for University Graduates students.) (Not open to non-Business students.) 1.2

Course Description

This course integrates the disciplines studied at business school . The real value for students is in understanding management as involving the firm in its entirety. The focus throughout is on strategic management--the process of choosing and defining organizational purposes and objectives, formulating and implementing a viable set of inter-related activities, monitoring performance, and making adjustments. Hence, the organization is studied in totality, including the environment in which it operates, its strategy, its resources, and its activities. The orientation of strategic management is pragmatic and managerial. A number of elements contribute to the perspective. Use of the case method, video segments, a variety of discussions, and focused projects place students in quasi-managerial roles in which the tenets of strategic management can be explored and learning objectives met. Taught from the perspective of the CEO, this is the capstone course of the Bachelor of Commerce Program. It is designed to integrate the knowledge gained in all business courses and focus this knowledge on the central task of managing the firm in its entirety.

Strategic Management STEN 4980-1 & 2, Fall 2019, p 1

Prerequisites. Semester 7 or 8 standing for Bachelor of Commerce (B.Comm.) students (or Semester 5 or 6 standing for students of the B. Comm. for University Graduates) and all other required Business courses. This course is not open to non-Business students. It is your responsibility to withdraw from this course during the two week add/drop period if you have NOT successfully passed the pre-requisite courses. Failure to withdraw will result in your automatic withdrawal by the Registrar’s Office at any time during the term. NOTE: The student is responsible for fees and tuition incurred for the course until the withdrawal date. 1.3

Learning Objectives

This course builds and measures the ability to: 1 2 3 4 5 6

understand the financial, ethical and social content and impact of corporate strategies evaluate and select appropriate strategy concepts, frameworks and protocols to analyze external dynamics and firm strategy and performance using qualitative and quantitative data develop and evaluate suitable alternatives and justify and recommend the most appropriate solution to issues develop an implementation plan that aligns strategy with operations produce and design engaging and effective reports and presentations (written and oral) develop and design effective processes to produce successful collaborative projects.

Bachelor of Commerce (BComm) Assurance of Learning (AoL) Course Outcomes Each Odette Program has learning outcomes as does each course. Together, these define the knowledge, skills and values possessed by our graduates. Rubrics for each program learning outcome are available on the Odette School of Business Course Policies document on the Blackboard Learn site for this course. This course contributes to the following BComm program learning outcomes through the course learning outcomes listed below. For STEN 4980 the following learning outcomes is taught and tested:

BComm. Program (PDC) Learning Outcomes 1.1 Business Acumen Evaluate, categorize and explain in depth relevant relationships of technical knowledge in various business functions to managing business conducted in an ambiguous, complex and unpredictable environment.

STEN 4980 (PDC) Course Learning Outcomes Select and apply appropriate strategic frameworks and analytical tools to describe the financial, ethical, and social content and impact of corporate strategies.

Tested using Final case exam— Issue(s) section of grading rubric + Final case exam— Analysis section of grading rubric

Strategic Management STEN 4980-1 & 2, Fall 2019, p 2

BComm. Program (PDC) Learning Outcomes 2.1 Critical Thinking Synthesize models of thinking with personal experience making decisions to improve conclusions drawn in various ambiguous, complex, unpredictable business contexts.

Assess the quality of evidence available various business contexts and propose ways to reduce the detrimental effects of, or harness legitimate benefits from ambiguity, complexity and unpredictability in various business contexts.

4.1 Business Communication Integrate appropriate forms, styles and techniques of analyses and persuasion with personal experience in communication to enhance communication intended to either reduce, consequences arising from ambiguity, complexity and unpredictability in various business contexts or to harness their legitimate benefits.

1.4

STEN 4980 (PDC) Course Learning Outcomes

Tested using

Develop and evaluate suitable options, based on the relative strengths and weaknesses of each, to justify and support the most appropriate plan to resolve issues.

Final case exam— Criteria and Options sub-section of grading rubric + Final case exam— Recommendations sub-section of grading rubric

Develop an implementation plan that aligns strategy with operations.

Final case exam— Implementation section of grading rubric

Produce and design engaging and effective reports and presentations (written/oral)

Final case exam (written)— Form + Style sub-section of grading rubric

Secondary Data Use, Evaluation, Focus Groups, and Interviews – REB approved

This course can be expected to be evaluated as part of either an internal or external quality assurance process and reporting requirements to funding agencies, and as research data for scholarly use. As a student in this course your online student data (e.g. data from Blackboard) will be used for evaluating the course delivery and your engagement in the various aspects of the course. This will only occur after final grades have been submitted and approved so it will not have an effect on your grade. This course data provides information about your individual course usage and activity during the time that you are enrolled in the course. Your anonymized, aggregated data may also be used in the future in reports, articles or presentations. During the final weeks of the course you may also be invited to participate in further research about the course. If you decide to participate you may be asked to fill out anonymous online questionnaires that solicit your impressions about the course design and student learning in the course. The survey participation is voluntary and no questions of a personal nature will be asked. Your participation will have no effect on your grade and your instructor will not know who participated in the surveys.

Strategic Management STEN 4980-1 & 2, Fall 2019, p 3

Finally, at the end of the survey you may also be asked if you want to participate in a focus group or in interviews after final grades have been assigned in order to gather yours and other student opinions about specific course delivery methods and technologies used.

1.5 Required Course Materials 1.5.1 Required Textbook: Dyer, J.; Godfrey, P.; Jensen, R.; and Bryce, D., 2018, Strategic Management: Concepts and Cases. 2nd Edition, Wiley (ISBN: 9781119411840). The text is available in both paper and e-book, and it can be bought at the University of Windsor Bookstore. 1.5.2 Required Cases A package of eight cases is required and available for purchase online from Ivey Publishing (https://www.i (https://www.iveycases veycases veycases.com). .com). 1 2 3 4 5 6 7 8

Deep Roots Distillery (9B16M032) JetBlue Airways: Managing Growth (9-609-046) Zespri (9-511-001) Alpes S.A.: A joint venture proposal (A) (906M27) MABE: Learning to be a Multinational (A) (9B13M042) Canadian Solar (9B10M019) Cervus Equipment Corp., Harvesting a Future (9B13M092) Final take-home exam case (details not released until 7 working days before submission date)

The case package will be used in this course. It is a required resource, which will be used for assessment purposes. The assessments that will rely on this resource constitute 27.5 % of the grade for this course. This resource can be purchased from https://www.iveycases.com. The assignment of digital learning resources at the University of Windsor is governed by a policy entitled The Use of Digital Learning Resources for Instructional and Assessment Purposes, which can be viewed at: http://www1.uwindsor.ca/provost/sites/uwindsor.ca.provost/files/Digital%20Learning%20Reso urce%20Policy%20FINAL.pdf. 1.6

Blackboard Learn

Please check Blackboard Learn (https://blackboard.uwindsor.ca/) AT LEAST TWICE A WEEK for announcements, course materials and your grades. Forms for group project contributions are also available on Blackboard Learn. 1.7

Before Coming to Class:

In the tentative schedule the major topics that will be taught in class are outlined. You are expected to read the relevant portions of the text and cases before comi coming ng to class , as this will aid in your understanding of the subject. The format will be lecture-based as well as discussion-based.

Strategic Management STEN 4980-1 & 2, Fall 2019, p 4

1.8

Course Electronics Policy

Finally, due to distractions to learning that have occurred in the past, all telephones and electronic devices (including laptops) should be turned off and stowed away during class, unless the group is told otherwise. There is generally no need for electronic support or for alternative means of communication. One of the prime objectives of our time together is to establish a central dialogue. Any impediments to creating that central dialogue must be closely controlled.

Course Schedule: Weekly Overview W

2.1

Date + Topics

1

September 9 + 11 Chapter 1, 2

2

September 16 + 18 Chapters 3, 4 + 5

3

September 23 + 25 Chapters 11, 12

September 30 + October 2 Quiz 4 Chapter 6, 13 (pp. 231239 of Chp. 13 only) Case Discussion

5

6

7

October 7 + 9 Chapter 7 Entrepreneurial Pitch Case Discussion

Monday What is Business Strategy?



 

Implementing Strategy Competitive Strategy

Quiz 1: Chapters 1, 2, 3, 4, 5, 11, 12  Corporate Strategy  Corporate Governance (pp. 231-239)

 

Vertical Integration and Outsourcing Introduction to Entrepreneurial Pitch and Group Formation Reading Week

October 21 + 23 Midterm 1 Case Discussion

Midterm 1: Deep Roots Distillery; JetBlue; Zespri

October 28 + 30 Chapter 8 Case Discussion

9

November 4 + 6 Chapter 9 Case Discussion

1 0

November 11 + 13 Chapter 10 Pitch Preparation Case Discussion

 Analysis of the External Environment

 Internal Analysis

October 14 + 16

8

Wednesday

 

Strategic Alliances Entrepreneurial Pitch Prep

 International Strategy  Entrepreneurial Pitch Prep One-page overview of pitch idea due 



Innovation Strategies that Change the Nature of Competition Entrepreneurial Pitch Prep

 

Cost Advantage Differentiation Advantage

Deep Roots Distillery

JetBlue Airways: Managing Growth

Zespri

Reading Week

Entrepreneurial Pitch Preparation

Alpes S.A.: A Joint Venture Proposal (A)

MABE: Learning to be Multinational

Canadian Solar

Strategic Management STEN 4980-1 & 2, Fall 2019, p 5

1 1

November 18 + 20 Quiz Case Discussion

Quiz 2: Chapters 6, 7, 8, 9, 10, 13 (Corporate Governance only in Chapter 13))  Entrepreneurial Pitch Prep

1 2

November 25 + 27 Midterm 2 Pitch Delivery

Midterm 2: Alpes; MABE; Canadian Solar; Cervus

1 3

December 2 + 4 Pitch Delivery

2.2



Cervus Equipment Corp., Harvesting a Future

Opportunity Proposal Pitches



Opportunity Proposal Pitches



Opportunity Proposal Pitches

Course Assignments: Overview

ASSIGNMENT

TYPE

WEIGHT

DUE DATE

Individual

10 % 30 %

Quizzes: Sep. 30 + Nov. 18 Midterms: Oct. 21 + Nov. 25

Group1

10 %

Alpes, Tuesday, Oct. 29 at 4:00 p.m MABE, Tuesday, Nov. 5 at 4:00 p.m. Canadian Solar, Tuesday, Nov. 12 at 4:00 p.m. Cervus, Tuesday, Nov. 19 at 4:00 p.m.

In-class activities

Individual

10%

End of class

Final Case Exam

Individual

30 %

Title Announced: Thurs., December 5; Exam Due: Thurs., December 12, 9:00 a.m.

Group

10 %

As scheduled

Quizzes Midterms

(2 × 5 % each) (2 × 15 % each)

Written Case Report  Two Full Case Reports (2 X 5%)

Opportunity Pitch with Supporting Financial Statements

2.2.1

Quizzes

There will be two multiple-choice quizzes on chapters from the course textbook to ensure that everyone has a strong theoretical foundation. Knowledge of the text is requisite for a good score.  

Qu Quiz iz 1 will cov cover er chapters 1, 2, 3, 4, 5, 11, 12 Quiz 2 will cover chapters 6, 7, 8, 9, 10, 13 (Corporate Governance only in Chapter 13 – pp. 231-239)

2.2.2

Midterms

The two midterms are designed to show your understanding of the appropriateness of strategy concepts, frameworks and protocols to analyze external dynamics and a firm’s strategy and its capabilities in relation to evaluating and resolving issues presented in the course’s business cases. Deep knowledge of strategy concepts and the cases is required. The two mid-term exams are closed-book. Only a simple calculator, pencils and pens are allowed in the exam room. All required materials will be supplied. 1

Instructors will assign group members and cases.

Strategic Management STEN 4980-1 & 2, Fall 2019, p 6

  2.2.3

Mid-term 1 will cov cover er preceding llectures, ectures, ch chapters apters 1, 2, 3, 4, 5, 11, 12, and three cases (Deep Roots Dis Distillery, tillery, Jet JetBlue, Blue, Zespri ). Mid-term 2 will cov cover er preceding llectures, ectures, ch chapters apters 6, 7, 8, 9, 10, 13 (Corporate Governance only in Chapter 13 – pp. 231-239), and four c cases ases (Alpes, MABE, Canadian Solar, Cervus). In-class activities

Students will be provided with various opportunities to participate in the class. These opportunities include in-class exercises and are directed towards application of Strategic Management concepts and theories learned in the class. These activities will be spread throughout the semester except on quiz and midterm days. You will hand in a paper with your work for the activity. It is your responsibility to ensure that your name and student number are printed on the submission paper. If you fail to ensure that your name is on the paper that is handed in, the instructor will NOT give you credit for your participation. 2.2.4

Final Exam

A take-home case during the final exam period will assess your skills in the selection of appropriate strategy concepts, frameworks and protocols to analyze a business case, develop and evaluate suitable alternatives, justify and recommend a solution, and develop an implementation plan. You will have seven days to perform a case analysis and produce a report that effectively and persuasively presents your analysis. The final exam will be graded using the case rubric shown in Appendix 2 of this outline. Submission is electronic to SafeAssign (Blackboard Learn) by Thurs., December 12, 9:00 am. Late submission will NOT be accepted (receiving a grade of ‘0’). 2.2.5

Case Assignments

The final exam is the culmination of the case-analysis skills development which is ongoing throughout the semester. The mid-term tests and the group case analyses are essential building blocks for a successful final exam. Apply yourself diligently to the process. Cases are an opportunity to learn by doing. Successful analyses are evidence-based, well-integrated and well-communicated displays of the selective application of strategy concepts to identify case issues, develop and evaluate suitable options, select an optimal solution, and develop an implementation plan that aligns strategy and operations. Over the semester, students will submit three written case reports: one individually and two as a member of a group. Appendix 1 of the course outline reviews case analysis. Appendix 2 of the outline provides an overview of the format of a case report and the rubric used to grade reports. Reports should reflect the application of the appropriate concepts, frameworks and protocols developed in this course and related courses. Financial analysis is a primary feature of strategic analysis. Reports that do not include financial analysis to evaluate firm performance and/or competitive performance where appropriate and to develop and compare options will lose grades as shown in Appendix 2. Do not use outside research or go beyond the timeframe of the assigned case. The effective use of graphs and tables that are embedded in the report or in appendices and explained in the body of the report is recommended. A combination of sentences and bullets is acceptable. Full case reports will be a maximum seven (7) pages (not including the title page). Format is si singlenglespaced wi with th 1-inch margi margins ns in a 1212-point point fon font. t. Key highlights from the appendices, tables or graphs need to be identified and explained in the report text. Graphs and tables may be embedded in the report itself or in appendices, but the 7-page limit (excluding a title page) applies in all instances. Projects that exceed the 7-page count will receive a one-grade deduction for each page or part of a page over the limit. For

Strategic Management STEN 4980-1 & 2, Fall 2019, p 7

example, the grade of an 8-1/2 page report (not including the title page) that is an "A-" will be reduced to "B" (or 3% per page). All case reports (individual and group) need to b...