Strategic Management 6000

Topics: Strategic management, Management, Business model Pages: 9 (3535 words) Published: October 22, 2014

SGMT 6000 A, B, V 3.0: Strategic Management
SGMT 6000 A, B, V 3.0: Strategic Management

Course Outline- Revised
Fall 2014
Section A: Wednesday 14:30-17:30 SSB N108 beginning on September 10, 2014 Section B: Tuesday 08:30-11:30 SSB W136 beginning on September 9, 2014 Section V: Wednesday 19:00-22:00 SSB N108 beginning on September 10, 2014 Instructor Assistant

Professor Moshe Farjoun
N311 SSB
416-736-2100 x66125
mfarjoun@schulich.yorku.ca
Office hours: By appointment Stephanie Allen
N305A SSB
416-736-2100 x66125
sallen@schulich.yorku.ca
Brief Description
This course examines business and corporate strategy. The focus is on strategic management, the process of choosing and defining purposes and objectives, formulating and implementing a viable strategy and monitoring strategic performance. It deals with the organization in its totality and demonstrates how and why the various functions of business are interdependent and need to be coordinated if the organization is to perform effectively. The course elaborates on the applicability of the strategic management discipline to a variety of sizes and types of organizations. Prerequisites/Corequisites/Course Exclusions: Students are required to complete all 5000-series Required Foundations of Management Core Courses before enrolling in this course. Contents

TOC \o "3-3" \h \z \t "Heading 1,1,Heading 2,2" Course Learning Outcomes PAGEREF _Toc262829915 \h 2 Deliverables at a Glance PAGEREF _Toc262829916 \h 2
Course Material PAGEREF _Toc262829917 \h 3
Student Preparation for Class and Class Participation: Expectations4 Class-by-Class Syllabus PAGEREF _Toc262829919 \h 5
Written Assignments/Projects and Exam[s]: Descriptions PAGEREF _Toc262829920 \h 9 Evaluation of Written Assignments/Projects and Exams PAGEREF _Toc262829921 \h 9 Calculation of Course Grade PAGEREF _Toc262829922 \h 10

General Academic Policies: Grading, Academic Honesty, Accommodations and Exams PAGEREF _Toc262829923 \h 11 Quick Reference: Summary of Classes, Activities and Deliverables PAGEREF _Toc262829924 \h 12

Course Learning OutcomesOne of the classic definitions of strategy is as follows: “A strategy is the pattern or plan that integrates an organization’s major goals, policies and action sequences into a cohesive whole. Well-formulated strategies help marshal and allocate an organization’s resources into a unique and viable posture based upon its relative internal competencies and shortcomings, anticipated changes in the environment, and contingent moves by intelligent opponents”. (James Brian Quinn, “Strategies for Change”, Homewood, IL: Irwin, 1980). The field of strategy is concerned with understanding the sources of firms’ success and failure as a prerequisite for improving their performance. Strategy is thus viewed as an important determinant of success. The field draws from a variety of intellectual disciplines such as economics, organization theory, biology and military studies. It combines and complements other business specialties such as operations, marketing, finance, information technology and human resources. The field is also distinct from other areas of study in its focus on major business goals, the definition of a firm’s scope of business and the search for sustainable competitive advantage, and the adoption of a top management integrative perspective. The objectives of this course are to provide basic concepts, analytical tools, perspectives and state of the art practical and academic knowledge dealing with the formation, selection and execution of strategy, and to help form a general business framework that will allow the integration of other management and business functions. By the end of the course you will be able to diagnose internal and external factors that influence a firm’s success and failure, and develop the analytic skills required to select, evaluate and implement alternative strategies to improve a firm’s performance. Deliverables at a GlanceIn...
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