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E.T (Checkall That Apply) O A . ~ UNIVERSITY OF HAWAI'I AT MANOA UHM.2 FORM (MODIFY OR DELETE A COURSE OF STUDy) Read Instructions on reverse side carefully before filling out this form. For undergraduate courses. submit at ~ast an original and three copies; for graduate courses, submit at least an onglnaland six copies. 11. "II'.n••c"_ Type (checkone) 2. ElIl.ting Cow.. Subject .nd Number I. Propo.... Course Subject & No. (If applicable) 4. Effective Term of Ch.nge (SemIYear) flJ MOdify BUS 632 Fall 2007 o Delete BUS 660 I. ElIl.ting BANNER Cour.. Title (30 characlersor less) 5. Core Dr G••du.tion R.....o-_ o 1. Changein a Diversincat,on. Foundations. or HawOllanlSecond Languagedesignation. Business Policy & Strategy o 2. Requestapprovalof the __ Diversification or HawailanlSecond Languagedesignation(DA. DH. DL. DB. DP. DY. OSor H/SL). o 3. Requestapprovalof the __ FoundatiOns designabon (FW.FS. or FG). o 4. Donot considercoll'se tor a General EducationCora or GraduationRequirement 7. Purpo..of Reque.t (Checkall that apply) o a. Changecourse alphaand/ornumbar D d. ChangeOffering Status(RegUlar. Experimental. Single) o g. ChangaCourse RepaatLimit o I. ChangePrereqUisites o b. Changecatalog courselitle o e. ChangeGrade Option ::J h. ChangeCourse Credit Limit o c. ChangeBANNERcoursetiUe(30 characlersmaximum) o t ChangeCredits o i. ChangeCorequisiteCourse(sl ChangeNo. EXISTINGDATA PROPOSED DATA (seeabOve) (AUach additionalsheels.if necassary) Other Chsnge.: o Changecontacthours!instruction type (completeitem 8) o ChangeCIOss-listed course(s)(completeitam9) o ChangecatalogdescriptiOn (complete item 10) Atl.ch • course .,II.bu. if reque.ting • sub....nti•• ch.nge. 5. Cont.ct Hours .nd In.ltuctlon Type (Completeonly If changed.)Specify number of minute. per week for appropriateinstructiontype(s).For courseswith vlltiable credits. checkall applicable Instrucliontypes. __ Lecture(LEG) __ Online Instruction(WEB) __ DirectedReadingor RelUlarchl1ndependent Study(ORR) __ Laboratory(LAB) __ ThesisiDissartalion (THE) __ Field ExpariencellnlemshipiPracticum (PRA) __ Discussion(DIS) __ LeclUl'll/Laboratory combined(LEL) __ Two-wayVideo/InteractiveTV(lTV) __ Seminar(SEM) __ Lecture/Discussion combined(LED) ... ero....I.ted Couree(.) (Complateonly if changed.)List all depertments. schools.or collegesparticipating. Chengesin cross-listedcourses reqUire a signaturefromeach academiC unit. Nameof unit cross.listingthe course Cross-listedcourse alpha and numbe" Add cross-listed status Drop cross-listedstatus Signaluraof Chair I I I T I I I [ 10. C.t.log De.crlpti_ (Compietaonly if changed.)Thirty·five (35) words;up to 85 words for alphacourses.ReadInstructions carefUlly before completingthis secnon 11. Ju.tificstlon Explainwhy mls changeis being proposed.including its relationshipto your ovarallcurriculum. (AUSch additional sheet if necessary.) Re-Numbering old and new courses sequentially. Reque.ted b, Dr. Elaine K. Bailey Management ~.f)_, 08/30106' 11~~ Depertment/Unit Chair/Director Signature ~e.; Date ~ Approved b, Call. of Bus. Admin. Dr. David C. Yang 0" , st Collageor School Dean Signature Date 2nd Collegeor School Dean Signature Date OFFICE USE ONLY: G••du.te Dlvi.ion (600 Ie"e' and above) SIS CATALOG Dean Signalure Date SIS PREREGS J' G.n....1 Education 1'- lEVEL COLLEGE Signature Data Mano. Ch.ncellor'. Office DEPT Chancellor Signature Date COLLEGE OF BUSINESS ADMINISTRATION UNIVERSITY OF HAWAII AT MANOA BUS 632: BUSINESS POLICY AND STRATEGY Course Description BUS 632 focuses on strategic management of firms. It deals with the concepts, tools, and principles of strategy formulation, implementation, and competitive analysis. The goal is to explore a variety of functions and responsibilities of a general manager. Key tasks of the general manager that will be emphasized in the course include analyzing the global environment, formulating and implementing strategy, allocating resources, designing organizations, managing diversification, and creating value in a global context. Class discussions will be based on lectures, readings, and case analysis. Students are expected to purchase the core material for the course listed below. In addition, occasional handouts will be distributed in class. D.J. Collis & C.A. Montgomery: Corporate Strategy: A Resource-Based Approach, 2nd ed., IrwinlMcGraw-Hill, New York, NY, 2005 (labeled C&M). BUS 632 Course Packet (labeled CPl. Course Outline The field of strategic management explores how firms achieve competitive advantage in the context of single and multi-business firms. The single-business firm must leverage its distinctive strengths to exploit industry opportunities. In order to add value, the multi-business firm must do much more than merely hold a diversified portfolio of business units - such ownership must increase the competitive position of each business unit. We will explore what managers do to create value in and across businesses. In addition, alliances, acquisition, and divestiture comprise an increasingly significant component of strategy. By the end ofthe course, you will be able to: > Explain how firms create value and compete at the business level. > Explain how firms can add value by holding more than one line of business. > Design policies and incentives that help a firm to manage multiple strategic business units. > Understand the implications ofthe internet for business and corporate strategy. > Explain how firms can add value through alliances, acquisitions, and divestitures. We will start our study of strategy at the business level and examine the challenges of managing a firm competing in a single industry. An integral part of this study will be an exploration of the environment, resources, and capabilities underlying strategy and how they may be leveraged among varying settings and situations. In most large- and medium-sized firms, corporate strategy is different from business strategy because of the multiplicity of businesses in which the firm 1 .' involved. We will explore the differences between corporate- and business-level (or divisional­ level) strategies and the requirements each places on managers at different levels in the finn. Strong analytical skills are prerequisite to good strategies. However, strategic management is more than analysis, especially financial analysis (How many of us did a NPV calculation and rushed out to buy Yahoo, Amazon, eBay, Google, or Webvan, when they went public? This is exactly the level of uncertainty managers face!). To be sure, financial and other types of analysis are important, and we will explore and apply several analytical techniques for positioning a firm or a business unit within a competitive environment. But such analyses are complicated by the tradeoffs inherent in any situation, and reflect the fact that organizations consist of many players with competing objectives, drastic time constraints, and limited objective information, When dealing with these tradeoffs, general managers confront the judgmental issues involved in establishing organizational purpose and balancing economic and non-economic objectives. In each class, we will attempt to expose these tradeoffs and to test our ideas about the appropriate relationships among them. Finally, strategic management requires moving beyond analysis and tradeoffs into the realm of strategic action. Once the analytical problem of selecting a business or corporate strategy has been dealt with, we should know which action steps to undertake and make recommendations accordingly. Since many firms appear to follow similar strategies (look at most airlines, for example), knowing how to execute the selected strategy.is essential to success. To the extent possible with each case, we will deal with the various combinations of systems (information, control, reward, etc.), organization structures, and people necessary to execute a given strategy. We will test our ideas about the relationships between strategy and these other elements as we proceed through the course. Themes To help you develop your strategic thinking skills, the course is organized around three themes in strategic management: (1) the role of the general manager, (2) identifying and leveraging business resources to create competitive advantage in an industry, and (3) leveraging resources to grow and manage the multi-business finn.. While points (2) and (3) are somewhat self­ explanatory, point (1) may not be and is therefore explored briefly below. Most of the courses you take in a masters program teach you how to excel in functional areas, such as human resources, finance, accounting, marketing, operations, or information systems. Employers expect you to have such functional expertise. However, employers also want to understand the "big picture" -- therefore, the overarching perspective in this course is that of the general manager whose responsibility is the health of the entire finn or a multi-market or multi­ product division. The key tasks involved in general management include detecting and adapting to environmental change, procuring, allocating and integrating resources and capabilities across subparts of the organizations, and, at the most senior levels, determining the purpose and setting of corporate direction. Successful general managers are highly competent in problem identification and analysis, and have a strong action orientation. 2 " One purpose of this course is to provide an environment that will allow you to practice and hone I these skills, while at the same time, gain a conceptual understanding of the strategic manager's -......,I task.
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