MGMT 6250 Strategic Planning and Organization Analysis

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MGMT 6250 Strategic Planning and Organization Analysis
MGMT 6250 Strategic Planning and Organization
UNI MBA Program-Cedar Falls Campus
Syllabus for Fall 2015
Meets Wednesday evenings 05:30PM-09:00PM August 24-November 6, 2015, CBB 13.
Additional class meeting, Saturday, October 3, 8:30 a.m.-Noon, CBB 13.
Two required seminars: recommended during first year of program on August 22, 2015, and September
12, 2015, 9:00 a.m. - 5:00 p.m., CBB 1-3. Must be completed to pass Strategic Planning and Organization
Daniel J. Power
Professor of Information Systems and Management
255 Curris Business Building
Office Phone: 319 273-2987
Email: [email protected]
Office hours: 4:30-5:20pm Wednesday and by appointment
D. J. Power. Strategic Planning Concepts and Skills text is available in CBB Rm. 321A.
This course focuses on business planning, strategy and organizational analysis. In MBA
programs this course is often called "Strategic Management ". Strategic management is the
decision process that compares an organization's internal capabilities with the external
opportunities and threats it faces in its environment. It is an ongoing process of analysis,
planning, and action that attempts to keep a firm aligned with its environment while building on
organizational strengths and exploiting environmental opportunities while minimizing
organizational weaknesses and avoiding environmental threats. Strategic management positions a
business in terms of the products it produces, the processes it uses to produce them, the markets
it serves, and the policies that guide its activities. Strategic management is the decision-making
process that formulates strategic plans, acquires resources, allocates resources to organizational
units, and uses strategic control to ensure that the plans are carried out and that goals and
objectives are achieved. In general, strategic management is a proactive process that is intended
to help managers effectively and efficiently achieve a firm's performance objectives in an
unpredictable, turbulent environment. Organizational analysis emphasizes the design,
functioning and structure of an organization. Also, we will examine contingency and
entrepreneurial planning.
This course integrates material from prerequisite business courses and provides a cornerstone for
advanced MBA courses. The overriding objective is to help students "think strategically and
analytically" and to diagnose situations from a strategic and organizational perspective. The
course has a number of additional objectives related to developing your skills, knowledge and
abilities. We will try together to accomplish the following objectives:
1. To promote a long-run, strategy orientation and encourage strategic, analytical thinking.
2. To apply business concepts and tools to identify an organization's strengths and
weaknesses and to diagnose important threats and opportunities.
3. To develop and expand our understanding of business organizations and the environment
of business.
4. To build skills for conducting strategic analyses in a variety of industries and competitive
situations; to be able to formulate or critically evaluate a strategic plan for an
organization, and to recommend a viable course of action given its circumstances.
5. To appreciate the difficulties and challenges of formal strategic planning and
implementation in larger, diversified, or multinational corporations; to understand that
strategic planning is a process, and to improve both individual and group decisionmaking skills while engaged in that process; to develop a "planning" vocabulary .
6. To understand the role and responsibilities of senior management of a company.
7. To develop skills and abilities needed to cope with and use incomplete, partial, or
conflicting information; to recognize and assess contradictory data; to identify unreliable
data; to separate symptoms and causes from problems; to make realistic assumptions and
collect relevant diagnostic information; and to develop reasoning chains supported by
explicit assumptions and evidence.
8. To develop an ability to identify strategic issues; to identify stakeholders; to reason
carefully about strategic options; and to adequately assess the likely consequences of
alternative actions.
9. To improve skills needed to present and defend recommendations; to argue persuasively
for a point of view, recognizing that no set of strategies is necessarily "correct".
10. To improve problem-solving skills and communication skills, both written and oral.
Course Component
Comprehensive Final Exam
Industry Analysis Report
Industry Analysis Presentation
2 Quizzes
Memo Assignment
Students receiving at least 92% of the points are guaranteed an A; at least 82%, a B; at least 72%, a C.
Plus and minus grades will be awarded.
Comprehensive Final Exam. The exam will involve multiple choice and short answer
questions (150 points). The exam contents will be discussed in class prior to the exam and a
study guide will be provided. The exam will primarily emphasize Chapters 1-5 in SPCS.
Quizzes. The 2 announced quizzes will focus on the text materials and mini-cases. Questions
will be multiple choice and short answer (50 points each).
Industry Analysis Report. Your team will prepare a detailed strategic analysis of an industry
based on Chapter 3 (200 points). Your team will role play consults for a hypothetical client in the
industry. The report must be word processed and it should be approximately 20 pages of text.
The maximum length is 25 pages. You must include a 1 page executive summary that will be
distributed when you present. Appropriate tables, figures, and appendices should also be
prepared and included. If possible, you should conduct a financial comparison of key
companies/organizations in the industry as part of your analysis. Also, you must include a
detailed Porter’s 5 Forces analysis and Letter of Transmittal. Your report must include at least 20
credible references. You will be assigned to teams, usually three or four members.
Industry Analysis Presentation. You and your team will prepare a presentation for
management of your hypothetical client company. You and your team will prepare a 30 minute
PowerPoint presentation and share it with us in class (50 points). Classmates will ask questions
about your industry analysis. Your team will submit the presentation slides.
Memo Assignment. You will prepare a strategic branding argumentative memo (25 points)
due Wednesday September 30, 2015.
Citizenship/Participation. Regular attendance and active participation in the class is expected
(25 points). This course requires your active involvement. You should read assigned materials
and be ready to make significant contributions during class discussions. Be prepared to identify,
discuss, analyze, and debate the issues raised in readings and cases.
Any form of academic dishonesty, such as plagiarism, cheating on exams, copying another
person’s work, etc. will be immediately referred to the Assistant Provost for disposition
according to University policies. Disciplinary actions can include suspension or expulsion.
Please see the University’s policies regarding academic honesty in the University of Northern
Iowa catalog.
If you have special needs as addressed by the Americans with Disabilities Act please
notify me immediately. Reasonable efforts will be made to accommodate your needs. If
you have not done so already, please contact the Office of Disability Services located at
213 Student Services Center (273-2676).
MGMT 6250 Course Schedule
Fall 2015
Topics for Discussion
Session 1 Wed.,
Aug. 26
Course Overview, Discuss syllabus, study guide, formation of teams with reverse selection
PlanningSkills.com, PowerEnterprises.net. Unit 1. Lecture "A Contemporary View of
Business Planning and Strategic Management"; Unit 2. Lecture "Strategic Decision Makers";
Reading assignment is Ch. 1: Mastering Strategic Planning and Organization Analysis Skills
Session 2 Wed.,
Sept. 2
Unit 3. Lecture "Corporate Social Responsibility", discuss Ben and Jerry’s; Unit 4. Lecture
"Finding Strategic Management Information"; Read SMS Ch. 2; Discuss Mini Case #1 Shell
-- Balancing stakeholder needs; pick teams
Session 3 Wed.,
Sept. 9
Unit 5. Lecture "Business Environments"; Read SMS Ch. 3: Strategic Industry Analysis;
Unit 6. Lecture "Industry Analysis"; Read SMS Ch. 8; Discuss Live Case Industries; Discuss
Mini Case #2 UK Highways Agency -- PEST analysis
Session 4 Wed.,
Sept. 16
Quiz # 1; Unit 7. Lecture "Business Forecasting", financial analysis, pro forma income
statements; Unit 8. Lecture "Internal Analysis"; Read SMS Ch. 4: Conducting a Strategic
Business Analysis; Mini Case #3 IKEA -- SWOT analysis and sustainable business planning
Session 5 Wed.,
Sept. 23
Unit 9. Lecture "Defining the Business"; Unit 10. Lecture "Identifying and Evaluating
Strategies; Competitive Positioning and Strategic Branding; Read SMS Ch. 5: Developing a
Strategic Business Plan
Session 6 Wed.,
Sept. 30
Unit 11. Lecture " Entrepreneurship and Developing Creative Strategies”; Unit 12. Lecture
"Strategic Analysis Dominant-Product Companies"; Due “Branding UNI argumentative
Session 7 Sat. Oct. Quiz # 2; Unit 13. Lecture "Strategic Analysis Multi-Business Companies”; Mini Case #4
3 8:30am-12:00
Parcelforce Worldwide -- Using the marketing mix to drive change; Brief Industry Analysis
previews with 5 minute Q & A
Session 8 Wed.,
Oct. 7
Unit 14. "Multidomestic and Global Strategies"; Unit 15. "Implementing Action Plans and
Functional Tactics
Session 9 Wed.,
Oct. 14
Unit 16. "Implementing New Structures, Policies, Leadership Roles, Reward Systems, and
Organizational Cultures"; Unit 17. "Strategic Control and DSS"; review report writing and
presentation skills SMS Ch. 8 and Ch. 9
Session 10 Wed.,
Oct. 21
Industry Analysis presentations
Session 11 Wed.,
Final Exam
Session 12 Wed.,
Nov. 4
Written Industry Analysis due; discuss results of final exam.
This schedule is subject to change with notice. This resource is maintained and copyrighted (c) 2003-15 by Daniel J. Power,
Professor of Information Systems and Management, College of Business Administration, University of Northern Iowa, Cedar
Falls, IA 50613-0125, Work phone: 319 273-2987, E-Mail: [email protected] Last updated by Daniel Power August 20,
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