Corporate Strategic Planning and Policy - Professor Richard C. Hoffman Salisbury State University

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Professor Richard C. Hoffman
Salisbury State University

REQUIRED MATERIALS

RECOMMENDED PERIODICALS:

COURSE DESCRIPTION

The purpose of this course is to develop an integrated perspective of the purposes and functioning of organizations. The course examines the functions and responsibilities of general managers and problems affecting the total organization. Specifically, top management's role in determining and implementing the firm's strategy represents the central core of the course.

Corporate Strategy represents the interrelated mission, objectives, program and policies which define the firm's posture for dealing with its external environment. During this course you will begin to integrate concepts learned in functional courses to address and recommend actions for decisions which cut across departmental/functional boundaries.

COURSE OBJECTIVES

A. Content of Strategy-Making

  1. To provide an understanding of the general management perspective, tasks and roles
  2. To develop a conceptual understanding of the elements of corporate strategy: mission, objectives and plans.
  3. To outline the major concepts and steps involved in formulating corporate strategy.
  4. To identify the issues involved in implementing strategy via organization structures and processes.
  5. To relate the functional areas of business to the needs of the organization as a whole and the various publics it serves.
  6. To create an awareness for a global perspective to the management of organizations.


B. The General Management Processes

  1. To develop a "general manager's"perspective by integrating functional expertise in analyzing strategic problems.
  2. To begin the development of "experience" in strategic decision making by exposing the student to frequent case simulation of general management issues.
  3. To enhance one's personal capacity for using analytical and conceptual approaches in solving problems in unstructured and uncertain situations.
  4. To practice communication skills required for effective implementation of strategic decisions via class participation and written and oral reports.
  5. To permit the opportunity to make mistakes so that learning can occur at minimal risk.

CONDUCT OF COURSE

  1. Lectures on concepts & theories
  2. Discussion of readings and business cases
    - both instructor and student lead case discussions
  3. Experience general management by running your own simulated company using the Capstone®; .

STUDENT RESPONSIBILITIES

  1. Since you are expected to learn from each other via class discussion, attendance and participation are critical, therefore, required. Come prepared to discuss any aspect of the readings or case. If you cannot attend class, please let the instructor know ahead of time and an appropriate make-up assignment can be negotiated.
  2. All assignments are due at the beginning of the class period for which they are assigned.
  3. All written work is to be typewritten, double spaced, and follow expected standards of clarity, organization and grammar. Pages should be fastened with one staple in the upper left hand corner (no folders, paper clips, etc. please). Place your name, course #, and date on the back of last page of paper.

PERFORMANCE EVALUATION



Class participation and attendance

15%


2 written individual case analyses (IW)

14%


One team oral presentation (TP)

10%


CAP Simulation

25%


Exam I

18%


Exam II

18%


Total

100%







GENERAL MANAGEMENT



Date

Topic

Reading Assignment

Reports, etc.


9/2

A. Introduction



(H & W) Chapter 1
(HO) Robin Hood





B.Concept of Strategy

(H & W) Chapter 2



FORMULATING STRATEGY


9/9

A. General Management

(HO) Pearce Company
(CAP) Chs. 1 & 2





B. Strategy Formulation

(H&W) Chs. 3 & 4
(CAP) Ch. 3



9/16

A. Capstone®; Simulation

Bring Cap Manual to Class





B. Business Strategy

(HO) Briggs & Stratton



9/23

A. Industry Analysis

(CS) World Tire Industry

CAP #1




B. Financial Analysis

(HO) WATT, INC.



9/30

A. Competitive Advantage within an Industry

(CS) Michelin

CAP #2
TP=A
IW=C,E,F




B. Generic Strategies

(H&W) Ch. 5, pp. 76-90
Ch. 6



10/7

A. Competitive Advantage in High Tech

(CS) CANON
TURN IN CLASS TOPIC < br>

CAP
#3TP=B
IW=D




B. Business Level Strategy

(CS) KFC and Global Fast Food

TP=C
IW=A


10/14

Strategic Planning

Bring CAP to class

CAP #4


10/21

MIDTERM EXAM





EXECUTING STRATEGY


10/28

A. Corporate Strategy

(CS) Bombardier, Ltd.

CAP #5
TP=D
IW=B, E, F




B. Strategy Implementation

(H&W) Ch. 7 & 8

SELECT CLASS
TOPIC


11/4

A. Strategy - Structure - Process

(HO) Mills, Inc

CAP #6




B. Strategic Evaluation

(H&W) Ch. 5, (pp. 90-end)



INTERNATIONAL STRATEGIC MANAGEMENT


11/11

A. Strategic Evaluation

(HO) PepsiCo., Inc

CAP #7
Prepare Portfolios




B. Developing International

(CS) International Level Strategy Strategies



11/18

A. Strategic Control

(H&W) Ch. 9

CAP #8




B. International Market Entry

(CS) Carrefour in Asia

TP=E
IW=A,B,C


11/25& 10/28

STUDENT SELECTED TOPIC TBA

See 10/7



THANKSGIVING BREAK


12/2

A. Multinational Management

(CS) Kyocera Corp

TP = F
IW = D




B. Headquarter-Subsidiary Relations

(HO) Tapco International



12/9

Company Presentations





12/16

FINAL EXAM - 7:45 - 9:45 p.m.