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UNIVERSIDAD DE ESPECIALIDADES ESPÍRITU SANTO FACULTAD DE ESTUDIOS INTERNACIONALES SYLLABUS ENGLISH VERSION FOR DAC 11 VER 19 05 08

SUBJECT: STRATEGIC MANAGEMENT CODE: UGER 475 FACULTY: John Murray CREDITS: 3 CONTACT HOURS: 48 NON-CONTACT HOURS: 96 YEAR: 2011 PERIOD: Winter DAYS: Mon-Thurs SCHEDULE: 09h00- 10h20 ROOM F-208 SYLLABUS DATE: Dec 2010

1. COURSE DESCRIPTION The purpose of this course is to develop strategic thinking in business administration through the development of real life cases. This is a course that is based on lectures and class interaction, combined with case solution techniques. Knowledge in marketing, economics, finance, human relations and other areas are applied in this course to develop sound strategic management abilities.

2. JUSTIFICATION

 This course emphasizes Strategic Thinking and Analysis in Business.  Students learn the importance of developing a strategy, objectives and a correct structure to support implementation of strategy.  Students learn the importance of group work to solve specific real life cases.

3. OBJECTIVES

a. GENERAL a.1. Develop critical and analytical thinking a.2. Learn the strategic management process a.3. Company situation analysis (SWOT) a.4. Do strategic thinking in local markets

b. SPECIFIC b.1. Analysis of the need of strategic management. b.2. Developing Mission, Vision. Strategic and Tactical level planning. b.3. Analysis of the industry and of the company (Porter’s driving forces, SWOT analysis) b.4. Strategy and competitive advantages. b.5. Adaptation of the strategic plan. b.6. Analysis of single businesses and diversified corporations. b.7. Implementation of the strategy

4. COMPETENCIES

 To comprehend the Strategic Process-  To implement SWOT technique.  To apply Critical and Analytical thinking  To participate in Team Work activities  To develop Leadership skills

5. COURSE CONTENT OUTLINE

DATES & SPECIFIC CONTENTS NON CONTACT ASSESSMENT SESSIONS COMPETENCIES HOURS Session 1 The student analyzes Overview of the course. Ref 1 - Chp 1 the Strategic Syllabus Analysis Pag 2 – 29 Management Process Introduction to case C2 – C 16 analysis. Session 2 Overview of the Strategic Ref 1 - Chp 1 Questions about Management Process Pag 2 - 29 former class. Reading control.

Session 3 The students Developing a Strategic Ref 1 - Chp 2 Questions about comprehends the 3 Vision. Pag 30 - 70 former class. Strategy-Making Setting Objectives. Reading control. Tasks Forming a Strategy. Session 4  Deere and Company’s Exercises in class Strategic Vision  Four Sample Mission Statements  Intel’s two strategic Inflection Points  Corporate objectives of several companies. Session 5 Identifies different Methods of Industry and Ref 1 - Chp 3 methods of Industry competitive analysis. Pag 72-113 and Competitive Porter’s Five Force Model Analysis Industry Analysis. Driving Forces Session 6 Case development.- Case Group work in 1: Andrea ung’s Makeover class. Case of Avon Products, Inc. development. Session 7 Identifies techniques  How well is the current Ref 1 – Chp 4 Quizz of chp 1, 2 for Company Situation strategy working? Pag. 114 – 147 and 3 Analysis  SWOT Analysis  Price and Cost Analysis  Competitive Position and Strategic Issues Session 8 Case development: Case Group work in 5: ZAP and the Electric class. Case Vehicle Industry development. Session 9 Case development Group work in class. Case development. Session 10 Compares Strategy The five generic types of Ref 1 – Chp 5 Reading control. and Competitive competitive strategy. Pag. 148 - 194 Advantages and Offensive and defensive Strategies. strategies. Session 11 Case development Quizz of chp 4 and 5. Group work in class. Case development. Session 12 Discusses Strategies Expansion into Foreign Ref 1 – Chp 6 Lecture and class for Competing in Markets. Pag 198 - 223 work. Globalizing Markets Strategy Options for Foreign Markets Strategies for Local Companies in Emerging Markets Session 13 Case development: Case Group work in 10.- Kentucky Fried class. Case Chicken and the Global development. Fast Food-Industry Session 14 Case development. And Questions in class. review Session 15 MID TERM MID TERM MID TERM

Session 16 Discusses Business The Internet: Technology Ref 1 – Chp 7 Reading control. Models and Strategies and Participants Pag 224 – 255 in the Internet Era Strategic Mistakes made by early internet entrepreneurs E-Commerce Business Models and Strategies for the Future Session 17 Case development. Case Group work in 16: Music on the Internet: class. Case Transformation of the development. Industry by Sony, Amazon.com, MP3.COM, and Napster Session 18 Case development Group work in class. Case development. Session 19 Examines how to tailor Strategies for competing Ref 1 – Chp 8 Strategy to Fit Specific in: Pag 258 - 284 Industry and Company - Emerging industries Situation - Turbulent, High-Velocity Markets - Maturing Industries - Stagnant or declining industries - Fragmented industries Session 20 Exercises and work in Excercises. class Session 21 Identifies ho to build - The Principal Strategy- Ref 1 – Chp 11 Quizz about chp 7 Resource Strengths implementing tasks. Pag 354 - 386 and 8. and Organizational - Building a Capable Capabilites Organization. - Organizational structures of the future Session 22 Case Development: Case Group work in 25: Robing Hood. class. Case development. Session 23 Case Development Group work in class. Case development. Session 24 Analyzes hot to Linking Budgets to Ref 1 – Chp 12 manage the Internal Strategy. Pag 388 – 415 Organization to Best Practices and Promote Better Continuous Improvement Strategy Execution Support and reward systems.

Session 25 Understands tips of Building a stratregy- Ref 1 – Chp 13 Quizz Chp 9 - 10 corporate culture and supportive culture Pag 418 - 450 leadership – Keys to Exerting Strategic Effective Strategy Leadership Execution Session 26 Case development: Case Group work in 28. South West Airlines class. Case Inc. development. Session 27 Case Development

Session 28 Case Development

Session 29 Final overview

Session 30 FINAL EXAM

6. METHODOLOGY

This is a case-based course that will require continuous student attendance. Lectures will be given to stimulate class discussion and participation about subjects covered in each specific chapter. Cases will be developed in class in groups of two to three people. Any day a reading control can be taken. At least seven cases will be developed during the course to develop analytical and critical thinking. Student knowledge and competencies will be evaluated through daily class participation, question-and-answer sessions and examination through authentic assessment i.e., demonstrating what has been learned.

Note that students CANNOT make-up missed work through class absence. Students are highly encouraged to maintain a consistent presence during all scheduled class times. There is a final case, which will be discussed in class. This final case comes from a real- life situation and will be developed in groups. You will have days assigned in class to work in the case. This case, as it is in real-life, covers all subjects discussed in class.

Please be considerate of your classmates by avoiding disruptions such as side conversations and other noise or distractions. I reserve the right to dismiss any student from class for the balance of the day for causing disruptions that interfere with classroom discussion. Ongoing problems will be referred to the appropriate disciplinary body.

Your specific class participation grade and your continued attendance in this class will depend on your adherence with the following classroom policies:

1. Students will not be allowed after five minutes of the beginning of the class. 2. On time homework will be graded over a 100% of the grade, one day late homework over 50%, after two days homework will receive no grade. In case of absence, homework will be due the day the student returns to class. 3. All students are expected to complete readings and homework before each class so that they are prepared to present and support their ideas about each day’s assignments. Readings, class discussions, presentations, projects, lectures, and written examinations (midterm and final) will be the methods used in assigning the grade earned by each student. All material covered in readings and homework assignments (including portions not discussed in class sessions) and all material covered in class discussions, case analyses, and presentations (including material not covered in readings) can be included in the written examinations. It will not be possible to pass this course unless you read all the assigned materials. Students who keep current with reading and homework will need less time to review for the written examinations. 4. It is your responsibility to know what is in this syllabus, to know what is communicated to the class by email, to know what is in assigned readings whether or not they are discussed in class, and to know what was discussed in all class sessions whether you attended them or not. If you are absent or inattentive, it is your responsibility to ask a classmate what you missed before attending the next class meeting. If you do not understand something, it is your responsibility to ask for clarification. 5. This course follows the UEES attendance policy; therefore, it is possible to pass the course with a maximum of six absences but the seventh absence results in failure of the course regardless of your earned grade to date. Partial absences, including late arrivals, early departures, and leaving during class will count toward the six permitted absences. 6. Please do not talk in class when it is not your turn to speak. I will automatically consider this inattentiveness and a disruption to the class. If you must communicate with another person during class related to the topic of class discussion or due to a rare emergency, please write the person a note to avoid making noise. 7. Students are expected to respect the thoughts, ideas, opinions, and contributions of others and to be actively involved in all classes. Students should express disagreement respectfully. 8. Cell phones must be silent during all class sessions. Cell phone use during class will result in immediate expulsion from the classroom for the balance of the day. During examinations, cell phones always must be silent and out of view of all students. 9. If an examination or presentation must be missed, the student must make arrangements promptly for substitute work. The professor reserves the right not to offer a substitute. A substitute must be arranged by mutual agreement between the professor and the student and must be completed no later than the end of the last class period. Because substitute work detracts from normal class activities and/or creates unnecessary extra work for the professor, substitute work will be more demanding and/or will offer reduced points compared to work completed according to the class schedule. A substitute examination will never be the same as the scheduled examination. 10. Academic dishonesty is unethical, unfair to others, and robs you of valuable learning opportunities. Discovery of academic dishonesty will result in a zero for the graded activity and can result in your failing the course and being reported to the UEES administration. Examples of academic dishonesty include but are not limited to using or attempting to use another person’s work for assignments, projects, or examinations; permitting another person to use your work as their own; failing to credit quotes or ideas taken from others (Internet, publications, speeches, etc.); seeking help through a cell phone during a class or examination; using all or part of your own homework, paper, etc., for another class in this class without permission and acknowledgement; etc. If you are not sure whether something is academic dishonesty, it is your responsibility to ask the professor. 11. Food or beverage in the classroom must not bother anyone in the class in any way (noise, smell, etc.) or create any mess that you do not clean up yourself. 12. This course is to benefit the students, not the professor. If you are not getting what you need and want from this course, please let the professor know improvements you would like. NOTE: This syllabus is subject to revision and does not represent a contact between the student and the instructor, or between the student and the University. The instructor and/or the University reserve the right to make any reasonable changes. By attending this class you have agreed to the conditions and regulations stated in this syllabus. By registering and attending this class, each student confirms that they have read and agree to abide by the terms, conditions, procedures and penalties of this syllabus and the UEES Student Honor Code posted on the UEES website in all respects, but especially in regards to the penalties related to plagarism and cheating.

7. ASSESSMENT 7.1 Assessment Criteria: Class Participation is critical to your grade Your scores on the exams is critical to your grade

7.2 Performance Markers Participates in class

7.3 Weighting * Oral Evaluations, Class Participation 50%; * Midterm & Final Exams 50%. Grading: 0 – 100% possible; 0 – 69.4% = Failure In compliance with UEES policy, half of the grade in this course comes from the two examinations and the other half comes from the other activities.

8. BIBLIOGRAPHY

8.1 REQUIRED Thompson & Strickland, “Strategic Management: Concepts & Cases”, 13th edition; McGraw Hill, 2004. 8.2 COMPLEMENTARY As available, cases from the Harvard Business School will be used to demonstrate the application of international financial management principles in the real business world. 8.3 HANDOUTS: General and business publications, local and regional newspapers/magazines, and extensive Internet searches and readings will be made available to students via the Class website or in the classroom. 8.4 WEBLIOGRAPHY: Class website: http://srv29.palosanto.com/jmurray.com/ EBSCO articles to be assigned in class General and business publications, local and regional newspapers/magazines, and extensive Internet searches and readings will be made available to students via the Class website or in the classroom.

9. FACULTY INFORMATION

NAME: John Murray

ACADEMIC CREDENTIALS--UNDERGRAD: BS Industrial Mgmt, Purdue Univ

GRADUATE: MS Business Admin, Univ of Chicago

E – MAIL: [email protected] Telf: 09.594.3169

10. Prepared by: John Murray Date: Dec 2010

Reviewed by: Dean Mónica Reynoso Date: Dec 2010