Graduate Studies Reports Access
Graduate Course Proposal Form Submission Detail - MAN6726
Tracking Number - 2766
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Current Status:
Approved by SCNS - 2012-05-15
Campus: Tampa
Submission Type: Change
Course Change Information (for course changes only): The credit hours change from 3 to 2.
The title changes from "Strategic Planning" to "Strategic Business Analysis"
Comments: to GC 3/5/12. For MBA Prog Chng. Corrected obj. Cleared 3/28/12. to GC rpt 4/2/12; to GC 4/16/12, to USF Sys 4/16; to SCNS 4/23/12; SCNS appd eff 6/1/12
Detail Information
- Date & Time Submitted: 2012-02-15
- Department: Management
- College: BA
- Budget Account Number: TPA/140500/10000
- Contact Person: Sally Fuller
- Phone: 8139741766
- Email: sfuller@usf.edu
- Prefix: MAN
- Number: 6726
- Full Title: Strategic Planning
- Credit Hours: 3
- Section Type: C -
Class Lecture (Primarily)
- Is the course title variable?: N
- Is a permit required for registration?: N
- Are the credit hours variable?: N
- Is this course repeatable?:
- If repeatable, how many times?: 0
- Abbreviated Title (30 characters maximum):
- Course Online?: C -
Face-to-face (0% online)
- Percentage Online: 0
- Grading Option:
-
- Prerequisites:
- Corequisites:
- Course Description: This course focuses on the strategic decisions and management of the firm, examining issues central to the long- and short-term competitive position of the company or division.
- Please briefly explain why it is necessary and/or desirable to add this course: Needed for new program/concentration/certificate
- What is the need or demand for this course? (Indicate if this course is part of a required sequence in the major.) What other programs would this course service? Required for all new MBA students
- Has this course been offered as Selected Topics/Experimental Topics course? If yes, how many times? No
- What qualifications for training and/or experience are necessary to teach this course? (List minimum qualifications for the instructor.) Doctorate in management or related field
- Objectives: To understand and evaluate the major issues involved in strategy formulation and implementation in complex organizations;
To integrate the analytical skills from various functional areas into a larger view of overall organizational goals;
To develop an understanding of strategic decisions in different competitive, social, technological, and international environments.
- Learning Outcomes: • Demonstrate skill in identifying major issues in organizational strategy formulation
• Demonstrate integration and application of functional areas of business
• Understand implications of various types of strategic decisions
- Major Topics: * The concept of strategy
* Competitive industry analysis
* Firm resources and capabilities
* Competitive strategies
* Corporate strategy
* Global competition and strategies
* Organizational Chang
- Textbooks:
- Course Readings, Online Resources, and Other Purchases: • Packet of cases
• Articles – Available on Blackboard.
- Student Expectations/Requirements and Grading Policy: Grading Plan
20% Class Participation
10% Peer Evaluation
5% Weekly Case Presentation (Team)
20% Company Research and Analysis (Team)
20% Midterm Exam
20% Final Examination
100% Final Grade
- Assignments, Exams and Tests: SCHEDULE OF TOPICS AND ASSIGNMENTS
Tuesday Topic Case Readings Chapter
January 10 Introduction Mintzberg & Waters. 1985 “Of Strategies, Deliberate & Emergent.” Strategic Management Journal. 1
January 17 Top Management Ross Perot & GM 2
January 24 External Analysis NeoPets.com 3
January 31 Internal Analysis Booz, Allan & Hamilton Prahalad & Hamel. 1990 “The Core Competence of the Corporation.” HBR. 4
February 7 Corporate Social Responsibility This Case Sucks
February 14 Business Strategy Blockbuster, Inc. Porter. 1996 “What Is Strategy?” HBR. 5
February 21 Corporate Strategy PepsiCo Porter. 1987 “From competitive advantage to corporate strategy.” HBR. 6 (pp. 136-151)
February 28 Corporate Strategy- Internationalization EuroDisney 8
March 7 Mid-Term Exam
March 14 Corporate Strategy-Mergers and Acquisitions Vincor and the New World of Wine 7
March 21 Spring Break
March 28 Corporate Strategy- Strategic Alliances Northwest/ KLM Ellis. 1996 “Making Strategic Alliances Succeed: The Importance of Trust.” HBR.
9
April 4 Interim Reports
April 11 Strategy Implementation - Organizational Structure BancOne 6, pp. 151 - to end
April 18 Strategy Implementation - Organizational Change & Review Disney's "Lion King" (A), (B) and (C)
April 25 In Class Presentations
May 2 Final
- Attendance Policy: Since the participation is crucial for your learning, class attendance will be mandatory for your success in this class. Absence will affect your final grade whether it is excused or not. Further, a student who attends ALL CLASSES but does NOT participate in class discussions will receive a preparation grade of 50.
Course Attendance at First Class Meeting – Policy for Graduate Students: For structured courses, 6000 and above, the College/Campus Dean will set the first-day class attendance requirement. Check with the College for specific information. This policy is not applicable to courses in the following categories: Educational Outreach, Open University (TV), FEEDS Program, Community Experiential Learning (CEL), Cooperative Education Training, and courses that do not have regularly scheduled meeting days/times (such as, directed reading/research or study, individual research, thesis, dissertation, internship, practica, etc.). Students are responsible for dropping undesired courses in these categories by the 5th day of classes to avoid fee liability and academic penalty. (See USF Regulation – Registration - 4.0101,
http://usfweb2.usf.edu/usfgc/ogc%20web/currentreg.htm)
Attendance Policy for the Observance of Religious Days by Students: In accordance with Sections 1006.53 and 1001.74(10)(g) Florida Statutes and Board of Governors Regulation 6C-6.0115, the University of South Florida (University/USF) has established the following policy regarding religious observances: (http://usfweb2.usf.edu/usfgc/gc_pp/acadaf/gc10-045.htm)
In the event of an emergency, it may be necessary for USF to suspend normal operations. During this time, USF may opt to continue delivery of instruction through methods that include but are not limited to: Blackboard, Elluminate, Skype, and email messaging and/or an alternate schedule. It’s the responsibility of the student to monitor Blackboard site for each class for course specific communication, and the main USF, College, and department websites, emails, and MoBull messages for important general information.
- Policy on Make-up Work: The University’s policies on academic dishonesty and disruption of the academic process are clearly set forth in the USF Graduate Catalog. These policies will be strictly enforced. Please be advised that punishment for academic dishonesty, including plagiarism, includes an automatic “F” (or “FF”) in the course, and action that may result in suspension or expulsion.
- Program This Course Supports: MBA
- Course Concurrence Information: MS in Management
- if you have questions about any of these fields, please contact chinescobb@grad.usf.edu or joe@grad.usf.edu.