Syllabus (revised 01/12/2015)

Course Title: Strategic Management

Course Number: PMGT 610
Semester: Spring 2015
Instructor
Instructor: Dr. Nadine L. Burnside
Email: nadine.burnside@goucher.edu
Telephone: 301 297-9641
Online Office Hours: Monday through Saturday 7:00 pm 8:00 pm (ET)
Welcome to our Course!
First, let me introduce myself. I am Dr. Nadine Burnside. I received my doctorate degree in Organization
and Management with a specialization in Human Resources. Moreover, I am a practitioner in the fields
of business, strategic management, organization effectiveness and human resources. I look forward to
sharing my experiences as well as learning about yours. Collectively, we have a wealth of knowledge.
Together we will embark on a journey of exploration, discovery, enlightenment, sharing, and learning.
Specifically, we will examine the full spectrum of strategic management from determining what is
strategy through implementing strategy to gain and sustain competitive advantage within a global
context. Moreover, we will explore a less emphasized topic of sustainability and how it impacts an
organizations triple bottom line (management of traditional profit/loss; management of social
responsibility; and management of environmental responsibility). Finally, we will engage in using
various strategic management tools and methods to critically analyze an organizations strategy, culture,
operations, competitors, and the larger industry. I am looking forward to a stimulating and rewarding
course engagement.
Main Course Topics
1. Introduction to Strategic Management
2. Corporate Governance
3. Social Responsibility and Ethics in Strategic Management
4. Globalization, Innovation and Sustainability
5. Environment Scanning and Industry Analysis
6. Internal Scanning (Organizational Analysis)
7. Strategy Formulation
8. Strategy Implementation
9. Strategic Leadership
10. Evaluation and Control
11. Strategic Audit
Key Learning Objectives
At the conclusion of this course, you will be able to do the following:

Interpret and examine the concepts of strategic management, research and theories.
Increase capacity to think strategically about a company, its business position, and how it can gain
sustainable competitive advantage.
Build skills in using various strategic analysis tools and models to conduct internal and external
strategic analysis in a variety of industries and competitive situations.

Craft business strategy by reasoning carefully about strategic options, evaluating action alternatives,
and initiating changes necessary to keep the strategy responsive to internal and external forces.
Improve ability to manage the organization process for strategy formulation, execution, and
evaluation of organizational performance.
Interpret the relationship between culture and strategy and strategys impact on globalization,
innovation, and sustainability.
Enhance managerial judgment in understanding stakeholders, assessing business risk, and being
perceptive of competitive challenges within a global perspective.
Be more conscious about the importance of ethical principles and corporate social responsibility
(organizational and global) and understand their impact to the triple bottom line (sustainable
environmental performance, corporate social responsibility, and organizational value).

Course Format
Learning strategies include readings, group discussions, e-Activities, case studies, and experiential
exercises. The primary teaching approaches are the following:

Asynchronous discussions using the Socratic method. Named after the classical Greek
philosopher Socrates, the Socratic method stimulates critical thinking and allows students to
present opposing arguments or viewpoints in the form of inquiry and debate.
Case method, which enables the student to serve in the role of decision-maker for real-life
business and management situations. The case method approach empowers students to apply
the theories, concepts, and practices of strategic management. Moreover, critical thinking skills
are applied as students assess an organizations internal and external environment, craft
strategy, balance stakeholder expectations, consider and compare/contrast alternative courses
of actions, probe underlying issues, and suggest recommendations or strategies that address the
situations of the case.
PowerPoint lectures with audio
Periodic WebEx meetings
Podcast and Videos
Assigned readings (textbook, articles, case studies, online links)
Graded work includes discussion forums, four case write-ups, and final project

Required Readings
Required Textbook:
Wheelen, Thomas, L., Hunger, David J., Hoffman, Alan N., and Bamford, Charles B. Strategic Management
and Business Policy: Globalization, Innovation, and Sustainability, 14th Edition. New Jersey: Pearson,
2015. (ISBN: 978-0133126143)
The textbook is also available as an eTextbook. The eTextbook format may be a great advantage. You
can access the book from any smart device and have full functionality for tasks such as note taking,
highlighting, and printing of notes. The ISBN for the eTextbook is 139780133126433.
The textbook and the eTextbook can be rented or bought at the following websites:
At amazon.com the hardcopy book can be rented for $42.80 for a semester. An additional 15 days would
cost $10.70. Also, students have the option to rent for another semester for about $39.00.
VitaSource/CourseSmart offers a 180-day rental of the eTextbook for $68.99. Ecampus.com offers the
semester rental for $68.77 (hardcopy) and the 180-day eTextbook rental for $82.99. Chegg.com offers
180-day eTextbook rental for $89.49. Finally, Bookrenter.com offers the 90-day rental for $53.29 and
125-day rental for $57.30. (NOTE: The costs are subject to change. Please visit the website for the latest

pricing).
Articles:
Articles can be accessed within GoucherLearn under the applicable week.
Week 1
Hambrick, Donald C., and James W. Fredrickson. 2005. "Are You Sure You Have a Strategy?" Academy of
Management Executive 19, 4:51-62.
Porter, Michael E. 1996. "What Is Strategy?" Harvard Business Review 74, 6: 61-78.
Week 3
Porter, Michael E. 2008. "The Five Competitive Forces that Shape Strategy." Harvard Business Review 86,
1: 78-93.
Week 4
Prahalad, C. K., and Gary Hamel. 1990. "The Core Competence of the Corporation." Harvard Business
Review 68, 3: 79-91.
Week 7
Porter, Michael E. 1987. "From Competitive Advantage to Corporate Strategy." Harvard Business Review
65, 3: 43.
Week 9
Taggart, James H. 1998. "Strategy Shifts in MNC Subsidiaries." Strategic Management Journal 19, 7: 663.
Yaprak, Attila, Xu Shichun, and Erin Cavusgil. 2011. "Effective Global Strategy Implementation."
Management International Review (MIR) 51, 2: 179-192.
Resource Websites and eMaterials:
Descriptions and URLs for resource websites will be available within GoucherLearn under the applicable
week. Also, a variety of electronic materials will be accessible within the course (web content, videos,
podcasts are examples).

Grading
Grading System The final grade will be based on the following three areas:
1. Discussion Boards (15%) up to 240 points (Students earns up to 10 points for each discussion
board; there are 24 discussion boards over the 14 weeks
2. Short Case Write Ups (39%) up to 640 points. There are four case write ups and students earn up
to 160 points for each case analysis
3. Final Project (46%) Strategic Audit of an Organization 760 points

Course Elements

Percent [or points]

Discussion and participation (discussion boards)

Four Short Case Write-ups

15% (up to 240 points)

39% (up to 640 points)

Final project

46% (up to 760 points)

TOTAL

100%

Grade Scale:

A
AB+
B
BC+
C
CD
F

95 - 100% (1558-1640 points)

90 - 94% (1476-1557 points)
87 89% (1427-1475 points)
83 86% (1361-1426 points)
80 82% (1312-1360 points)
77 79% (1263-1311 points)
73 76% (1197-1262 points)
70 72% (1148-1196 points)
60 69% (984-1147 points)
59% (983 points and below)

Grading rubrics are available for each gradable item and are included in this syllabus. NOTE: The
grading rubrics for the writing assignments as well as the descriptions of the assignments are also in the
course (GoucherLearn).
Class Discussions/Participation (Discussion Boards) up to 240 points 15% of Grade
Class discussions (participation) involve posting a minimum number of substantial, separate, and
distinct messages to various Discussion Board forums. Each Discussion Board is worth a maximum of
10 points. Students must have a total of two (2) posts per Discussion Board. For each Discussion Board,
the minimum two postings consist of your original post and one different comment to a student
colleague. I encourage multiple and varying perspectives (representative of meaningful and critical
thinking) to be provided in response to postings.
For the purpose of this class, a substantial message/post must:
a. Be your own work; factually correct; and provide an analytic explanation of a concept or
concepts related to the material discussed in the forum or demonstrate how a concept can be applied by
detailing analytical and evaluative strategies (up to 4 Points). The post should help your classmates and
yourself learn the material. Off-topic messages will not earn credit. Do not plagiarize from any source
(internet, textbook, etc.). Study the concept and then express it in your own words and provide the
appropriate in-text and reference citations. A response to a Discussion Board should never solely
consist of the direct quote or paraphrase of the work and thoughts from others. Understand that no
credit will be given should this be done. Use creditable sources to support your perspectives and
analytical reasoning.
b. Be at least 150 words in length (up to 1 Point). NOTE: Understand that the word count from
multiple short messages will not be added together to meet the word count requirement of a substantial
message. Moreover, repeating the wording for the given discussion points are not part of the 150 word
count.
c. Invoke further discussion by applying critical thinking skills that enhance the focus of ideas or
extend patterns of thought when commenting on at least one students post per Discussion Board (up to
3 points). Simply stating that you agree or disagree does not constitute a substantial post or comment.
Using the same or similar response for each comment is unacceptable and no points will be credited.
Paraphrasing the thoughts from other students comments as your own is also unacceptable and no
points will be credited. NOTE: Responding to the instructor does not take the place of responding to a
student.
d. Be clear, concise, logical, and representative of academic/scholarly writing, and have
acceptable spelling and grammar (up to 2 Points). Although this is not a writing class, you are in a
4

Masters level class. The Discussion Boards offer you opportunity to write complete sentences that are
structured properly and are grammatically correct. Text messaging syntax or other cryptic abbreviation
is not appropriate for Discussion Boards.
The Grading Rubric for Discussion Boards follows:
Discussion Board Grading Rubric
Points
Up to 4 Points

Up to 1 Point

Up to 3 Points

Up to 2 Points

Criteria
Be your own work; factually correct; and provide an analytic explanation
of a concept or concepts related to the material discussed in the forum
or demonstrate how a concept can be applied by detailing analytical
and evaluative strategies. Use creditable sources correctly in support of
perspectives and analytical reasoning.
Be at least 150 words in length. NOTE: Understand that the word count
from multiple short messages will not be added together to meet the
word count requirement of a substantial post. Moreover, repeating the
wording for the given discussion points are not part of the 150 word
count.
Invoke further discussion by applying critical thinking skills that enhance
the focus of ideas or extend patterns of thought when commenting on
at least one students post per Discussion Board
Be clear, concise, logical, and representative of academic/scholarly
writing and have acceptable spelling and grammar.

Evaluation

Total Points 10

Short Case Write-Ups up to 640 points 39% of Grade

Case write-ups give you opportunity to apply the concepts of the readings and use your critical analysis
skills. They will prepare you for the final project assignment by giving you practice with elements of the
Strategic Audit of a Corporation, which is the conceptual framework for the strategic decision-making
process (Wheelen et al., p. 32-39). As you read your selected case, carefully analyze the situation;
determine if additional information is needed. If so, seek out the needed data or information. Apply
relevant conceptual analysis tools and evaluate possible courses of action. When warranted determine
the best recommendations or alternatives. Keep in mind that your textbook is a great resource; so, be
sure to read and study the following appendices and Figure 12-1:
1.A Strategic Audit of a Corporation (p. 32-39)
Figure 12-1 Strategic Audit Worksheet (p. 342)
12.A Resources for Case Research (p. 345-346)
12.B Suggested Case Analysis Methodology Using the Strategic Audit (p. 347-349)
12.C Example of Student-Written Strategic Audit (p. 350-354)
General Instructions: Each student will select a case to review and analyze and will use the same case for
all four case write-ups. Cases are to be selected from the following list:
Case 6 - 123 Systems
Case 8 Google Inc. (2010)
Case 9 Amazon.com, Inc.
Case 10 Groupon, Inc.

For the most part, students may decide their own approach to the assignment; however, the written
analysis must address the criteria identified in each grading rubric. Papers are to conform to The
Chicago Manual of Style and be 3-6 pages in length and include a title page and a reference page when
using additional resources. Points will be deducted for failure to follow style and paper requirements.
NOTE: The page limit does not include title page, abstract, table of contents, reference page, or
appendices. Also, the page limit may be extended within reason. Including an additional three pages is
not within reason.
Grading Rubric for Short Case Write-Up 1 (Environmental Scanning - SWOT)
Criteria

Unacceptable
(0-7 Points)

Developing
(8-14 Points)

Competent
(15-22 Points)

Exemplary
(23-26 Points)

1. Current
Performance:
Describe and evaluate
the companys
performance at the
time of the case
(return on
investment, market
share, & profitability).

Content is absent or
significant elements
are missing

In part, content lacks

full development and
analysis

Provides factual
descriptive
information; uses
high-level critical
analysis skills
supported with
convincing
arguments

2. Strategic Posture:
Describe and assess
the suitability and
effectiveness of the
companys current
mission, objectives,
strategies and
policies.

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Provides factual
descriptive
information; uses
high-level critical
analysis skills
supported with
convincing
arguments

3. Board of
Directors and Top
Management:
Describe and assess
the effectiveness of
the companys
governance and top
management.

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Provides factual
descriptive
information; uses
high-level critical
analysis skills
supported with
convincing
arguments

4. External
Environment: At a
minimum apply the
STEEP Analysis
Model or PESTEL
Analysis to the
company and analyze

Content is absent or
shows
misunderstanding of
the subject area

Some areas show

critical analysis;
additional evidence is
warranted;
application of the
models/frameworks
are incomplete

Applies the specified

models and
frameworks and
analyzes results with
sound reasoning

Addresses the
criterion and
supplements the case
facts through
research and gives
additional relevant
information
concerning the
company at the time
of the case
Addresses the
criterion and
supplements the case
facts through
research and gives
additional relevant
information
concerning the
company at the time
of the case. Exercises
critical reflection and
conducts
comprehensive
analysis
Addresses the
criterion and
supplements the case
facts through
research and gives
additional relevant
information
concerning the
company at the time
of the case. Exercises
critical reflection and
conducts
comprehensive
analysis
Uses more than two
analysis tools to
assess the companys
external environment
and identifies more
than 5 critical
external strategic

the results. Apply

Porters Approach to
Industry Analysis and
identify at least five
external strategic
factors supported
with critical
reasoning.
5. Summary of
No table was
EFAS Table is
External Factors:
presented and/or the partially complete;
Develop an External
table needs relevant
elements are missing
Factor Analysis
content
and reasoning is less
Summary (EFAS)
than substantive
Table. List the
companys most
critical opportunities
and threats (8-10);
determine weight,
rating and weighted
score and provide a
short paragraph
explaining how well
the company is
responding to the
factors in its external
environment.
6. Writing:
No paper was
Demonstrates less
representative of
submitted or
than proficient
Masters level;
demonstrates writing academic writing;
coherent; correct
below the college
paper has 10-14
grammar, sentence
level; paper has
writing and/or
structure, paragraph
numerous (15 or
style/format errors
structure, spelling,
more) writing and/or
punctuation,
style/format errors
appropriate style and
format.
*4 points will be added to overall point total for submitted papers

factors with
substantive reasoning

EFAS Table is nearly

complete; reasoning
is substantive in part

EFAS Table is
detailed and
complete. The
assessment of the
companys external
posture is supported
with sound reasoning

Demonstrates
proficient academic
writing; paper
conforms to
style/format; paper
has 5-9 different
writing and/or
style/format errors

Demonstrates
scholarly academic
writing and conforms
to style/format;
paper has less than 5
different writing
and/or style errors

Grading Rubric for Short Case Write-Up 2 (Internal Analysis - SWOT)

Criteria

Unacceptable
(0-7 Points)

Developing
(8-14 Points)

Competent
(15-22 Points)

Exemplary
(23-26 Points)

1. Corporate
Structure and
Culture: Analyze the
companys corporate
structure and culture
and determine the
companys strengths
and weaknesses in
these areas.
2. Corporate
Resources: Analyze
Marketing and
Finance and
determine the
companys strengths
and weaknesses in

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Identifies at least 3
strengths and 3
weaknesses for each
area with supporting
evidence

Identifies at least 4
strengths and 4
weaknesses for each
area with supporting
evidence

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Identifies at least 4
strengths and 4
weaknesses for each
area with supporting
evidence

Identifies at least 5
strengths and 5
weaknesses for each
area with supporting
evidence

these areas.
3. Corporate
Content is absent or
Content is
Resources: Analyze
significant elements
underdeveloped;
R&D and Operations & are missing
analysis is incomplete
Logistics and
or unsubstantiated
determine the
companys strengths
and weaknesses in
these areas.
4. Corporate
Content is absent or
Content is
Resources: Analyze
significant elements
underdeveloped;
Human Resource
are missing
analysis is incomplete
Management and
or unsubstantiated
Information
Technology and
determine the
companys strengths
and weaknesses in
these areas.
5. Summary of
No table was
IFAS Table is partially
Internal Factors:
presented and/or the complete; elements
Develop an Internal
table needs relevant
are missing and
Factor Analysis
content
reasoning is less than
Summary (IFAS)
substantive
Table. List the
companys most
critical strengths and
weaknesses (8-10);
determine weight,
rating and weighted
score and provide a
short paragraph
explaining how well
the company is
responding to the
factors in its internal
environment.
6. Writing:
No paper was
Demonstrates less
representative of
submitted or
than proficient
Masters level;
demonstrates writing academic writing;
coherent; correct
below the college
paper has 10-14
grammar, sentence
level; paper has
writing and/or
structure, paragraph
numerous (15 or
style/format errors
structure, spelling,
more) writing and/or
punctuation,
style/format errors
appropriate style and
format.
*4 points will be added to overall point total for submitted papers

Identifies at least 4
strengths and 4
weaknesses for each
area with supporting
evidence

Identifies at least 5
strengths and 5
weaknesses for each
area with supporting
evidence

Identifies at least 4
strengths and 4
weaknesses for each
area with supporting
evidence

Identifies at least 5
strengths and 5
weaknesses for each
area with supporting
evidence

IFAS Table is nearly

complete; reasoning
is substantive in part

IFAS Table is detailed

and complete. The
assessment of the
companys internal
posture is supported
with sound reasoning

Demonstrates
proficient academic
writing; paper
conforms to
style/format; paper
has 5-9 different
writing and/or
style/format errors

Demonstrates
scholarly academic
writing and conforms
to style/format;
paper has less than 5
different writing
and/or style errors

Grading Rubric for Short Case Write-Up 3 (Strategy Formulation)

Criteria

Unacceptable
(0-8 Points)

Developing
(9-16 Points)

Competent
(17-24 Points)

Exemplary
(25-32 Points)

1. Situational
Analysis: Develop a
Strategic Factor
Analysis Summary
(SFAS) Matrix. Of the

No matrix was
presented and/or the
matrix needs relevant
content

SFAS Matrix is
partially complete;
critical elements are
missing and
reasoning is less than

SFAS Matrix is nearly

complete; reasoning
is substantive in part

SFAS Matrix is
detailed and
complete. The
assessment of the
companys

Criteria
external (EFAS) and
internal (IFAS)
factors from the 1st
and 2nd case writeups, determine the
strategic (most
important) factors
that strongly affect
the companys
present and future
performance. Weight
each factor; rate each
factor, obtain
weighted score,
determine duration,
and show comments
to support rationale
used for each factor.
Provide a short
paragraph explaining
the companys
uniqueness,
competitive
advantage and
sustainability.
2. Mission and
Objectives: Review
and analyze the
mission and
objectives and
determine their
appropriateness in
light of the key
strategic factors and
problems.
Recommend why the
mission and
objectives should
remain the same OR
determine what the
new missions and
objectives should be
and explain why.
3. Strategic
Alternatives:
Determine the major
feasible alternative
strategies available to
the company and list
the pros and cons for
each.

Unacceptable
(0-8 Points)

Developing
(9-16 Points)

Competent
(17-24 Points)

substantive

Exemplary
(25-32 Points)
competitive posture
is supported with
sound reasoning

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Provides substantive
and convincing
rationale concerning
the review and
analysis of the
companys mission
and objectives

Analysis and
reasoning extends
beyond the obvious in
recommending new
mission and
objectives.
Thoroughly details
the effects of the new
mission and
objectives on the
company

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Strategic alternatives
are inclusive of two of
the following:
corporate, business,
functional strategies.
For the most part,
reasoning takes into
account the natural
physical
environment, societal
environment,
industry and
company concerns
for at least three
years.

Strategic alternatives
are inclusive of
corporate, business
and functional
strategies and fit the
natural physical
environment, societal
environment,
industry and
company concerns
for at least three
years. Strategic
alternatives are
supported with sound
reasoning

Criteria

Unacceptable
(0-8 Points)

Developing
(9-16 Points)

Competent
(17-24 Points)

Exemplary
(25-32 Points)

4. Recommended
Strategies: Identify
the recommended
strategic alternatives
for the corporate,
business and
functional levels of
the company; justify
each
recommendation in
terms of its ability to
resolve both short
and long-term
problems and
effectively deal with
strategic factors
5. Writing:
representative of
Masters level;
coherent; correct
grammar, sentence
structure, paragraph
structure, spelling,
punctuation,
appropriate style and
format

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Recommended
strategic alternatives
address the three
levels of strategy and
supporting rationale
is inclusive of short
and long-term issues

Reasoning accounts
for the impact of each
recommended
strategy on the
companys core and
distinctive
competencies.
Identifies and
explains why new
policy development
or policy revisions
may be necessary to
facilitate effective
implementation

No paper was
submitted or
demonstrates writing
below the college
level; paper has
numerous (15 or
more) writing and/or
style/format errors

Demonstrates less
than proficient
academic writing;
paper has 10-14
writing and/or
style/format errors

Demonstrates
proficient academic
writing; paper
conforms to
style/format; paper
has 5-9 different
writing and/or
style/format errors

Demonstrates
scholarly academic
writing and conforms
to style/format;
paper has less than 5
different writing
and/or style errors

Grading Rubric for Short Case Write-Up 4 (Strategy Implementation/Evaluation & Control)
Criteria

Unacceptable
(0-8 Points)

Developing
(9-16 Points)

Competent
(17-24 Points)

Exemplary
(25-32 Points)

1. Strategy
Implementation
Programs/Tactics,
Budgets and
Procedures:
Determine the kinds
of programs or tactics
necessary to
implement the
recommended
strategies. Identify
and explain what
must be done to align
the companys
operations to the new
intended direction
such as structure,
organizational life
cycle, reengineering,
Six Sigma, job
redesign,
international issues,
centralization vs.
decentralization.
Indicate who should

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Addresses nearly all

the elements within
the criterion with
substantive reasoning

Fully addresses each

element and
explanations and are
reasonable and
convincing

10

Criteria
be responsible for
developing them and
who would have
accountability.
Address the financial
aspects,
timing/priorities and
needed procedures to
implement the
strategic plan
2. Strategy
Implementation
Staffing and
Directing: Address
staffing as well as
international staffing
(if applicable),
leading the
implementation, and
the companys
organizational
culture in terms of
any needed
adjustments to align
the company with the
new strategy
3. Evaluation and
Control System
Capabilities: Assess
the companys
strategic information
systems for feedback
concerning
organizational
performance.
Determine how
strategic factors are
measured and how
performance results
can be obtained.
4. Evaluation and
Control Control
Measures:
Determine the
control measures
necessary to ensure
conformance with the
recommended
strategic plan
5. Writing:
representative of
Masters level;
coherent; correct
grammar, sentence
structure, paragraph
structure, spelling,
punctuation,
appropriate style and

Unacceptable
(0-8 Points)

Developing
(9-16 Points)

Competent
(17-24 Points)

Exemplary
(25-32 Points)

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Addresses nearly all

the elements within
the criterion with
substantive reasoning

Fully addresses each

element and
explanations are
reasonable and
convincing

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Addresses nearly all

the elements within
the criterion with
substantive reasoning

Fully addresses each

element and
explanations are
reasonable and
convincing

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Addresses nearly all

the elements within
the criterion with
substantive reasoning

Fully addresses each

element and
explanations are
reasonable and
convincing

No paper was
submitted or
demonstrates writing
below the college
level; paper has
numerous (15 or
more) writing and/or
style/format errors

Demonstrates less
than proficient
academic writing;
paper has 10-14
writing and/or
style/format errors

Demonstrates
proficient academic
writing; paper
conforms to
style/format; paper
has 5-9 different
writing and/or
style/format errors

Demonstrates
scholarly academic
writing and conforms
to style/format;
paper has less than 5
different writing
and/or style errors

11

Criteria

Unacceptable
(0-8 Points)

Developing
(9-16 Points)

Competent
(17-24 Points)

Exemplary
(25-32 Points)

format.

Final Project up to 760 points 46% of Grade

The final project provides opportunity to apply the strategic management model to a company. The
model is inclusive of environmental scanning, strategy formulation, strategy implementation, and
evaluation and control. It also takes into account globalization, sustainability, social responsibility and
ethical business conduct. Moreover, the final project addresses each of the courses learning outcomes.
General Instructions: Each student will select one of the following cases:
Case 13 Carnival Corporation & plc. (2010)
Case 14 Zynga, Inc. (2011)
Case 16 Panera Bread Company (2010); Still Rising Fortunes?
Case 25 - iRobot: Finding the Right Market Mix?
Case 27 Delta Air Lines (2012) Navigating an Uncertain Environment
Case 28 - TomTom: New Competition Everywhere!
As you read your selected case, carefully analyze the situation and determine if additional information is
needed. If so, seek out the needed data or information. Apply relevant conceptual analysis tools and
evaluate possible courses of action. When warranted determine the best recommendations or
alternatives. Basically, your final project should follow the sections of the Strategic Audit of a
Corporation (Appendix 1.A). Thus, the grading rubric for the final project is a compilation of the grading
rubrics for the case write-ups.
Papers are to conform to The Chicago Manual of Style and be 20-25 pages in length and include a title
page and a reference page when using additional resources. Points will be deducted for failure to follow
style and paper requirements. NOTE: The page limit does not include title page, abstract, table of
contents, reference page, or appendices. Also, the page limit may be extended within reason. Including
an additional three pages is not within reason.
Grading Rubric for Final Project (Strategic Audit of a Corporation)
Criteria

Unacceptable
(0-10 Points)

Developing
(11-20 Points)

Competent
(21-30 Points)

Exemplary
(31-40 Points)

1. Current
Performance:
Describe and evaluate
the companys
performance at the
time of the case
(return on
investment, market
share, & profitability).

Content is absent or
significant elements
are missing

In part, content lacks

full development and
analysis

Provides factual
descriptive
information; uses
high-level critical
analysis skills
supported with
convincing
arguments

2. Strategic Posture:
Describe and assess
the suitability and
effectiveness of the
companys current
mission, objectives,

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Provides factual
descriptive
information; uses
high-level critical
analysis skills
supported with

Addresses the
criterion and
supplements the case
facts through
research and gives
additional relevant
information
concerning the
company at the time
of the case
Addresses the
criterion and
supplements the case
facts through
research and gives
additional relevant

12

Criteria

Unacceptable
(0-10 Points)

Developing
(11-20 Points)

strategies and
policies.

Competent
(21-30 Points)

Exemplary
(31-40 Points)

convincing
arguments

information
concerning the
company at the time
of the case. Exercises
critical reflection and
conducts
comprehensive
analysis
Addresses the
criterion and
supplements the case
facts through
research and gives
additional relevant
information
concerning the
company at the time
of the case. Exercises
critical reflection and
conducts
comprehensive
analysis
Uses more than two
analysis tools to
assess the companys
external environment
and identifies more
than 5 critical
external strategic
factors with
substantive reasoning

3. Board of
Directors and Top
Management:
Describe and assess
the effectiveness of
the companys
governance and top
management.

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Provides factual
descriptive
information; uses
high-level critical
analysis skills
supported with
convincing
arguments

4. External
Environment: At a
minimum apply the
STEEP Analysis
Model or PESTEL
Analysis to the
company and analyze
the results. Apply
Porters Approach to
Industry Analysis and
identify at least five
external strategic
factors supported
with critical
reasoning.
5. Summary of
External Factors:
Develop an External
Factor Analysis
Summary (EFAS)
Table. List the
companys most
critical opportunities
and threats (8-10);
determine weight,
rating and weighted
score and provide a
short paragraph
explaining how well
the company is
responding to the
factors in its external
environment.
6. Corporate
Structure and
Culture: Analyze the

Content is absent or
shows
misunderstanding of
the subject area

Some areas show

critical analysis;
additional evidence is
warranted;
application of the
models/frameworks
are incomplete

Applies the specified

models and
frameworks and
analyzes results with
sound reasoning

No table was
presented and/or the
table needs relevant
content

EFAS Table is
partially complete;
elements are missing
and reasoning is less
than substantive

EFAS Table is nearly

complete; reasoning
is substantive in part

EFAS Table is
detailed and
complete. The
assessment of the
companys external
posture is supported
with sound reasoning

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete

Identifies at least 3
strengths and 3
weaknesses for each

Identifies at least 4
strengths and 4
weaknesses for each

13

Criteria
companys corporate
structure and culture
and determine the
companys strengths
and weaknesses in
these areas.
7. Corporate
Resources: Analyze
Marketing and
Finance and
determine the
companys strengths
and weaknesses in
these areas.
8. Corporate
Resources: Analyze
R&D and Operations &
Logistics and
determine the
companys strengths
and weaknesses in
these areas.
9. Corporate
Resources: Analyze
Human Resource
Management and
Information
Technology and
determine the
companys strengths
and weaknesses in
these areas.
10. Summary of
Internal Factors:
Develop an Internal
Factor Analysis
Summary (IFAS)
Table. List the
companys most
critical strengths and
weaknesses (8-10);
determine weight,
rating and weighted
score and provide a
short paragraph
explaining how well
the company is
responding to the
factors in its internal
environment.
11. Situational
Analysis: Develop a
Strategic Factor
Analysis Summary
(SFAS) Matrix. Of the
external (EFAS) and
internal (IFAS)
factors from the 1st

Unacceptable
(0-10 Points)

Developing
(11-20 Points)

Competent
(21-30 Points)

Exemplary
(31-40 Points)

or unsubstantiated

area with supporting

evidence

area with supporting

evidence

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Identifies at least 4
strengths and 4
weaknesses for each
area with supporting
evidence

Identifies at least 5
strengths and 5
weaknesses for each
area with supporting
evidence

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Identifies at least 4
strengths and 4
weaknesses for each
area with supporting
evidence

Identifies at least 5
strengths and 5
weaknesses for each
area with supporting
evidence

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Identifies at least 4
strengths and 4
weaknesses for each
area with supporting
evidence

Identifies at least 5
strengths and 5
weaknesses for each
area with supporting
evidence

No table was
presented and/or the
table needs relevant
content

IFAS Table is partially

complete; elements
are missing and
reasoning is less than
substantive

IFAS Table is nearly

complete; reasoning
is substantive in part

IFAS Table is detailed

and complete. The
assessment of the
companys internal
posture is supported
with sound reasoning

No matrix was
presented and/or the
matrix needs relevant
content

SFAS Matrix is
partially complete;
critical elements are
missing and
reasoning is less than
substantive

SFAS Matrix is nearly

complete; reasoning
is substantive in part

SFAS Matrix is
detailed and
complete. The
assessment of the
companys
competitive posture
is supported with
sound reasoning

14

Criteria
and 2nd case writeups, determine the
strategic (most
important) factors
that strongly affect
the companys
present and future
performance. Weight
each factor; rate each
factor, obtain
weighted score,
determine duration,
and show comments
to support rationale
used for each factor.
Provide a short
paragraph explaining
the companys
uniqueness,
competitive
advantage and
sustainability.
12. Mission and
Objectives: Review
and analyze the
mission and
objectives and
determine their
appropriateness in
light of the key
strategic factors and
problems.
Recommend why the
mission and
objectives should
remain the same OR
determine what the
new missions and
objectives should be
and explain why.
13. Strategic
Alternatives:
Determine the major
feasible alternative
strategies available to
the company and list
the pros and cons for
each.

14. Recommended
Strategies: Identify
the recommended

Unacceptable
(0-10 Points)

Developing
(11-20 Points)

Competent
(21-30 Points)

Exemplary
(31-40 Points)

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Provides substantive
and convincing
rationale concerning
the review and
analysis of the
companys mission
and objectives

Analysis and
reasoning extends
beyond the obvious in
recommending new
mission and
objectives.
Thoroughly details
the effects of the new
mission and
objectives on the
company

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete

Strategic alternatives
are inclusive of two of
the following:
corporate, business,
functional strategies.
For the most part,
reasoning takes into
account the natural
physical
environment, societal
environment,
industry and
company concerns
for at least three
years.
Recommended
strategic alternatives
address the three

Strategic alternatives
are inclusive of
corporate, business
and functional
strategies and fit the
natural physical
environment, societal
environment,
industry and
company concerns
for at least three
years. Strategic
alternatives are
supported with sound
reasoning
Reasoning accounts
for the impact of each
recommended

15

Criteria
strategic alternatives
for the corporate,
business and
functional levels of
the company; justify
each
recommendation in
terms of its ability to
resolve both short
and long-term
problems and
effectively deal with
strategic factors
15. Strategy
Implementation
Programs/Tactics,
Budgets and
Procedures:
Determine the kinds
of programs or tactics
necessary to
implement the
recommended
strategies. Identify
and explain what
must be done to align
the companys
operations to the new
intended direction
such as structure,
organizational life
cycle, reengineering,
Six Sigma, job
redesign,
international issues,
centralization vs.
decentralization.
Indicate who should
be responsible for
developing them and
who would have
accountability.
Address the financial
aspects,
timing/priorities and
needed procedures to
implement the
strategic plan
16. Strategy
Implementation
Staffing and
Directing: Address
staffing as well as
international staffing
(if applicable),
leading the
implementation, and
the companys

Unacceptable
(0-10 Points)

Developing
(11-20 Points)

Competent
(21-30 Points)

Exemplary
(31-40 Points)

or unsubstantiated

levels of strategy and

supporting rationale
is inclusive of short
and long-term issues

strategy on the
companys core and
distinctive
competencies.
Identifies and
explains why new
policy development
or policy revisions
may be necessary to
facilitate effective
implementation

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Addresses nearly all

the elements within
the criterion with
substantive reasoning

Fully addresses each

element and
explanations and are
reasonable and
convincing

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Addresses nearly all

the elements within
the criterion with
substantive reasoning

Fully addresses each

element and
explanations are
reasonable and
convincing

16

Criteria
organizational
culture in terms of
any needed
adjustments to align
the company with the
new strategy
17. Evaluation and
Control System
Capabilities: Assess
the companys
strategic information
systems for feedback
concerning
organizational
performance.
Determine how
strategic factors are
measured and how
performance results
can be obtained.
18. Evaluation and
Control Control
Measures:
Determine the
control measures
necessary to ensure
conformance with the
recommended
strategic plan
19. Writing:
representative of
Masters level;
coherent; correct
grammar, sentence
structure, paragraph
structure, spelling,
punctuation,
appropriate style and
format.

Unacceptable
(0-10 Points)

Developing
(11-20 Points)

Competent
(21-30 Points)

Exemplary
(31-40 Points)

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Addresses nearly all

the elements within
the criterion with
substantive reasoning

Fully addresses each

element and
explanations are
reasonable and
convincing

Content is absent or
significant elements
are missing

Content is
underdeveloped;
analysis is incomplete
or unsubstantiated

Addresses nearly all

the elements within
the criterion with
substantive reasoning

Fully addresses each

element and
explanations are
reasonable and
convincing

No paper was
submitted or
demonstrates writing
below the college
level; paper has
numerous (15 or
more) writing and/or
style/format errors

Demonstrates less
than proficient
academic writing;
paper has 10-14
writing and/or
style/format errors

Demonstrates
proficient academic
writing; paper
conforms to
style/format; paper
has 5-9 different
writing and/or
style/format errors

Demonstrates
scholarly academic
writing and conforms
to style/format;
paper has less than 5
different writing
and/or style errors

Course Policies
Communication:

The online format of this class puts a premium on communications. We have a few responsibilities to
assure timely communications. We will use the following methods:
CLASS ANNOUNCEMENTS: Weekly, important information will be posted in the My Announcements
section of the GoucherLearn Course Home page. You should check for new announcements when you
log into the course.
ASK the PROFESSOR: The Ask the Professor link is where I will respond to your questions about class
policies, administrative concerns, and course content. Therefore, questions of these types should be
posted here to allow the entire class to benefit from the questions and the answers. Feel free to answer

17

questions posed by other students. Also, before you post a question, look through the discussion thread.
That same question may have already been asked and answered. I will be checking this area daily and
will respond to questions within 24 hours during the week and 48 hours during weekends. Remember
that the ASK the PROFESSOR is public; therefore, do not use this area to post information of a personal
nature.
EMAIL: You can reach me at the email address (nadine.burnside@goucher.edu). I will respond to
queries within 24 hours during the week and 48 hours during weekends. Also, use email for issues of a
personal nature. Examples of personal messages include notification of illness and request for an
extension of an assignment.
WEBEX MEETINGS: To enhance our online connections, we will have periodic WebEx meetings. This
technology also enables us to record each session; therefore, if you have to leave a meeting early or are
unable to attend, you can view the recording. Thus far, six such meetings have been scheduled. We will
have a get-to-know session during the first week of class. Also, we will have a session prior to the first
writing assignment. The next sessions will occur prior to subsequent writing assignments. Based on our
needs and concerns, we will schedule additional sessions when warranted. The length of the meeting
may vary; however, a meeting will not extend beyond one hour. For planning purposes please be
available for the following WebEx sessions:
Friday, February 20, 2015, 7:45 PM
Wednesday, March 4, 2015, 7:45 PM
Saturday, March 21, 2015, 4:00 PM
Saturday, April 11, 2015, 4:00 PM
Saturday, May 2, 2015, 4:00 PM
Wednesday, May 13, 2015, 7:45 PM
STUDENT RESPONSIBILITY:

Course participants are responsible for maintaining continuous involvement with faculty, fellow
students and student groups. In particular, participation in all online discussions is required.
Ongoing communication allows you to gain deeper insights into the content, activities and
assignments in the course. Please let me know of any obstacles that may prevent your participation.
I am available to facilitate your learning; so please ask questions when you need clarification or you
simply wish to validate your understanding.
For problems with technical aspects of the website: contact helpdesk@goucher.edu (You may copy
me).
Missed Work:

You are responsible for material covered in the course. It is your sole responsibility to obtain
any materials missed.
Late Policy:

For proper graduate student learning to occur, pacing of content mastery is critical. Therefore,
assignments are to be completed on time. If extreme circumstances prevent an assignment from being
completed by the due date, please notify me before the assignment is due so a new date can be
negotiated. If you are unable to contact me, have someone else do so in your place. Dont wait to the last
minute or let several days go by before contacting me. You may lose your opportunity to submit the late
assignment. Late assignments without such notification will be assessed a late penalty. Assignments
submitted within seven (7) days after the submission deadline will receive a 10% reduction.
Assignments submitted between eight (8) and fourteen (14) days after the submission date will receive
a 25% reduction. Assignments over 14 days late will not be accepted.

18

Academic Integrity:

All final work products are to be the independent work of each student and stored in the electronic
portfolio. Suspected violations of the Honor Code will be referred to the Academic Honor Board. For a
full description of the code and what constitutes a violation of the code, refer to the Goucher Handbook
or online at http://www.goucher.edu/academics/academic-honor-code.
COURSE OUTLINE
Session
Week 1
February 17
23, 2015 1.
2.
3.
4.
5.
6.
7.

Topic
Introduction to Strategic Management
Basic Concepts of Strategic Management
1. Study of Strategic Management
2. Globalization, Innovation and Sustainability
3. Theories of Organizational Adaptation
4. Basic Model of Strategic Management
5. Initiation of Strategy-Triggering Events
6. Strategic Decision Making
7. The Strategic Audit (Model)

Reading/Activity
Welcome Video
Chapter 1
PowerPoint Presentation
2 Discussion Boards
Articles:

1. "Are You Sure You Have a

Strategy?"
2. "What Is Strategy?"
YouTube Video What is Strategy?
Michael Porter (1:47 Minutes)
YouTube Video - Environmental
Sustainability: We Have Choices
(3:04 minutes)

Week 2
February 24
March 2,
2015

Week 3
March 3 9,1.
2015
2.
3.
4.

Corporate Governance
1. Role of the Board of Directors

2. The Role of Top Management

Social Responsibility and Ethics in Strategic

Management

Environment Scanning and Industry Analysis

1. Competitive Intelligence
2. Forecasting
3. Analysis Tools Five Force Model, Value Chain
Model, OT portion of SWOT, PEST/PESTEL Analysis
4. Strategic Audit Checklist for Environmental
Scanning

WEBEX Welcome & Get to

Know, Friday, February 20, 2015
7:45 pm
Chapters 2 and 3
PowerPoint Presentation
2 Discussion Boards
YouTube Video The Role of the
Board of Directors (1:41 Minutes)
YouTube Video Business Ethics:
Corporate Social Responsibility
(2:56 Minutes)
Chapter 4
PowerPoint Presentation
1 Discussion Board
Article:

"The Five Competitive Forces

that Shape Strategy."
YouTube Video Michael Porter
on the Five Competitive Forces for
Todays Enterprises (1:47
Minutes)
YouTube Video Strategic

19

Session

Topic

Reading/Activity
Management: External Situational
Analysis (18:31 minutes)
WEBEX Preparing for 1st Short
Case Analysis, Wednesday, March
4, 2015, 7:45 PM

Week 4
March 10 1.
15, 2015 2.
3.
4.
5.
6.

March 16
20, 2015
Week 5
March 21 7.
27, 2015 8.

Internal Scanning (Organizational Analysis)

1. Resource-Based Approach
2. Business Models
3. Value Chain Analysis
4. Scanning Functional Resources and Capabilities
5. Analysis Tools SW portion of SWOT, TOWS
Matrix, Porters Four Corner Analysis VRIO Framework
6. Strategic Audit Checklist for Organizational
Analysis

1st Short Case Write Up

(Environmental Analysis)
DUE March 9, 2015
Chapter 5
PowerPoint Presentation
2 Discussion Boards
Article:

"The Core Competence of the

Corporation."
YouTube Video Porters Value
Chain Analysis of IKEA by Radd
(3:06 Minutes)

Spring Break
Internal Scanning (Organizational Analysis) Continued

1 Discussion Board
YouTube Video Strategic
Management: Internal Situational
Analysis (9:24 Minutes)
WEBEX Preparing for 2nd Short
Case Analysis, Saturday, March
21, 2015, 4:00 PM

Week 6
March 28
April 3, 2015

Week 7
April 4
April 10,
2015

Strategy Formulation Situational Analysis and

Business Strategy
Tool
Strategy Diamond
SWOT Approach
Business Strategy

Strategy Formulation Corporate Strategy

Directional Strategy
Portfolio Analysis
Corporate Parenting

2nd Short Case Write Up

(Organizational Analysis)
DUE March 27, 2015
Chapter 6
PowerPoint Presentation
2 Discussion Boards
YouTube Video What is
Strategy? The Three Levels of
Business Strategy (2:05 Minutes)
YouTube Video Module 4
Strategy Formulation Using
Generic Strategies (10:22
Minutes)
Chapter 7
PowerPoint Presentation
2 Discussion Boards
Article:

20

Session

Topic

Reading/Activity

"From Competitive Advantage to

Corporate Strategy."

Week 8
April 11 17,
2015

1.

Strategy Formulation - Functional Strategy and

Strategic Choice
Functional Strategy
Sourcing Decision
Selecting the Best Strategy
Developing Policies

YouTube Video What is Good

Corporate Strategy? (4:46
Minutes)
Chapter 8
PowerPoint Presentation
1 Discussion Board
YouTube Video Strategy
Analysis and Choice, Part 1 (7:17
Minutes)
WEBEX- Preparing for 3rd Short
Case Analysis, Saturday, April 11,
2015, 4:00 PM
3rd Short Case Write Up Analysis
of Strategic Factors [SWOT],
Situational Analysis, Review of
Missions & Objectives, Strategic
Alternatives & Recommended
Strategy
DUE April 17, 2015

Week 9
April 18 24,
2015

Strategy Implementation Organizing for Action

What Must Be Done?
How Is Strategy to Be Implemented?
International Issues in Strategy Implementation

Chapters 9
PowerPoint Presentation
2 Discussion Boards
Articles:
1. "Strategy Shifts in MNC

Subsidiaries."
2. "Effective Global Strategy

Implementation."
YouTube Video What is Strategy
Implementation? A Quick
Overview (4:29 Minutes)
Week 10
April 25
May 1, 2015

Strategy Implementation Staffing and Directing

Chapter 10
PowerPoint Presentation
2 Discussion Boards
YouTube Video Why Strategy
Implementation Fails (5:25
Minutes)

Week 11
May 2 May
8, 2015

Evaluation and Control in Strategic Management

Measuring Performance
Strategic Information Systems

Chapter 11
PowerPoint Presentation
1 Discussion Board

21

Session

Topic
Strategic Incentive Management
1.

Reading/Activity
YouTube Video Strategy
Evaluation and Control (10:22
Minutes)
WEBEX Preparing for 4th Short
Case Analysis
Saturday, May 2, 2015, 4:00 PM
4th Short Case Write Up Strategy
Implementation, Evaluation and
control
DUE May 8, 2015

Week 12
May 9 15,
2015

Strategic Management Practices

Review of Real-World Case

Case 18 Burger King (Mini Case)

2 Discussion Boards
Podcast Center for Creative
Leadership, Strategic Leadership
Becoming a Strategic Leader
(approximately 4 minutes)

Week 13
May 16 22,1.
2015
2.
3.

Innovation
1. Disruption/Business Model Innovation
2. Design Thinking/Transient Advantage
3. Blue Ocean Strategy

WEBEX Final Project Check-In,

Wednesday, May 13, 2015, 7:45
PM
Case 32 - Dell Inc. Changing the
Business Model (Mini Case)
2 Discussion Boards
YouTube Video What is
Business Model Innovation? (4:01
Minutes)

Week 14 1.
May 23 29,2.
2015

Course Summation
Strategic Management Resources

YouTube Video Blue Ocean

Strategy and the World (7:45
minutes)
2 Discussion Boards
PowerPoint Presentation
YouTube Video Strategic
Management (4:27 Minutes)
Final Project Strategic Audit of a
Corporation
Due May 29, 2015

22