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Strategic Management Seminar
May 2008 to July 2008 1 Strategic Management Seminar California State University, Northridge College of Business and Economics Dr. Daniel Degravel Strategic Management Summer 2008 Bus 497 Class MW 6:00 – 9:45pm S.2 Class TR 6:00 – 9:45pm S.3 May to August 2008
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Day Outline Professor: introduction Course Objectives
2 Day Outline Professor: introduction Course Objectives Course Structure and Schedule Evaluation Teaching Method Work for students Contents Students: presentation
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1- Internal consultant 3- Faculty 4- External consultant
Professor 3 Daniel Degravel, Ph.D. Office Phone (818) 1- Internal consultant 3- Faculty Four perspectives 4- External consultant 2- Project manager
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HR Department, Paris, France
Professor 4 Advisor, “Implementor” Study and make recommendations Preparation of Material for Decision Follow-up of Solutions Implementation 1- Internal consultant Company Electricité de France Gaz de France HR Department, Paris, France Topics Strategic Integration of core competences towards individual and collective competences Link Strategy - HRM Job Evaluation and Classification Integration of new hired people HR Performance 2- Project manager “Constructor”, Pilot and Teamwork Animator Change Management Construction of Method, Tool, Process First Cycle and Preparation of Resources to run it after start
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3- Faculty 4- External consultant Professor 5 School Topics
USC, Los Angeles, CA., USA Pepperdine University, Malibu, CA., USA Loyola Marymount University, Los Angeles, CA., USA Cal Lutheran University, Thousand Oaks, CA., USA CSU Northridge, CA., USA CSU Pomona, CA., USA CSU Fullerton, CA., USA Paris Créteil University, France Paris Dauphine University, France Topics Strategic Management Change Management HR Management Professor and Communicator Constructor of Knowledge Knowledge “Tranferor” Knowledge Builder (Searcher) Class and Groups Animator 3- Faculty Fields of interest Resource-Based Approaches Corporate and Core Competencies Managerial and organizational cognition in RBV and strategy Consultant Diagnosis builder as a generalist Problem-solver Recommendation maker Solution implementor Market Small-Businesses Publishing and Advertising industries General strategic and organizational diagnosis 4- External consultant
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Course Fundamental Objectives
6 Course Fundamental Objectives Make students able to deal with strategic topics: understand, build, market and implement a strategic plan But also… Providing students with knowledge and experience, allowing them to build for their future career good Performance and Behavior as managers…
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Course Fundamental Objectives
7 Course Fundamental Objectives 1- Identify critical issues 2- and 4- From variety of functional areas 3- Strategic recommendations 6- Communicating 5- Understanding of key implementation issues Additional Objectives: Classic skills for managers (group animation, teamwork and leadership) Learn concepts and tools Discover business world
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Case study presentation and discussion Dialogue with Professor
8 Schedule 6 Chapters Discussions and exercises Individual Report 1-Individual Report about strategy 2-“Stakeholder discussion” Case study presentation and discussion 8 case studies related to a topic: One Presenting team per case 12 Sessions 3:30 Exams 4 + ? Dialogue with Professor Validation of proposals Evaluation of students Final Team Project Each team studies firm’s R&C
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I D A D Contents Context and Environment of the Organization 9
Implementation Put your strategic orientations and decisions into the real life of the Organization D A D Design Analysis Definition Choose your strategy and define it precisely, founding it on the outcomes of the Analytical step Understand the external and internal environment as determinants of your strategic choice Define Strategic Management and the way it works (actors and processes)
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1- Strategic Management Overview
10 Contents 1- Strategic Management Overview 2- Analysis (External and Internal Environments) 3- Corporate-level Strategy 4- Business-level Strategy 5- Specific Strategies: Internationalization, … 6- Strategy Implementation (Structure, Control and HRM)
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Case studies 11 INDUSTRY ANALYSIS 1- De Beers 2- Coors
3- Caterpillar CORPORATE STRATEGY COMPETITIVE STRATEGY/POSITION 4- Cola wars continue 5- Airborne Express 8- Google, Inc. 9- Netflix ALLIANCES, NETWORKS and INTERNATIONAL 6- Jollibee Foods INSIDE THE FIRM 7- Core competences at GTE and NEC
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Evaluation Participation (Individual) 20%
12 Evaluation Participation (Individual) 20% Individual Report and STo discussion 20% Exams (Individual) % Case study (Presenting Team) 15% Final Team Business Project (Team) 25% Total %
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Substance and pertinence Clarity Relevance to topic
13 Evaluation Several criteria that apply to the different types of exercises: Substance and pertinence Clarity Relevance to topic Quality of oral presentation Proportion and cohesion Precision Help for practical work Generation of discussion Originality
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Teaching Method Chapters Case studies Hot Topic Reports Exams 14
Class Discussion Not totality of chapter but specific parts or questions Illustration on companies Large contribution from students 1- A “Presenting team” discusses case in front-of the class (15 mn) 2- Global discussion and challenging with whole class Presenting team has provided Instructor with their slides Instructor guides discussion if necessary and adds material Hot Topic Stakeholders’ discussion Each team discusses some strategic topics, faking a “stakeholders’ occasion” Firm Z, Inc. Reports Exams 1- Individual Report (short report): Strategy of organization + Sto discussion (2 pages) 2- Final Team Project (large report): R&C study and short powerpoint presentation at the end of semester (10 pages)
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Students’ contribution
15 Students’ contribution 1- Personal Preparation 2- Quality of oral and written contributions 3- Active and permanent involvement in the class 4- Contact and feed-back with Instructor, interaction within teams and other classmates, performance of teamwork
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16 Contents 1- Strategic Management. Competitiveness and Globalization: Concepts Michael A. Hitt, R. Duane Ireland and Robert E. Hoskisson, Thomson South-Western, Mason, Ohio, 2007, 431p., 7e Ed. ISBN 2- Set of HBS case studies 3- Regular readings of Business Magazines: Business Week LA Times Business Fortune Barron’s Wall Street Journal Forbes 4- Professor’s website
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Finally… 17 Bad and Good News 1- Confusion at the beginning, huge amount of material and information 2- Pretty much quickly, the puzzle emerges and starts to make sense Some confusion is normal at the beginning
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Students: Introduction
18 Students: Introduction Education Professional Experience / Position / Current Organization « Contacts » with Strategy Career orientation Specific Expectations for the Course
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1-Comprehensive alignment of Organization with its future Environment
Strategy? 19 1-Comprehensive alignment of Organization with its future Environment 2- Allocation of critical Resources over long periods of time in pursuit of specific goals and objectives 3- Vision + Road
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