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Strategic Management Seminar

August 26, 2008. 1. Strategic Management Seminar. California State University, Northridge College of Business and Economics Dr. Daniel Degravel Strategic Management Seminar Fall 2008 MGT693 Class 12497 T 7:00pm-9:45pm JH1236 August to December 2008. 2. Day Outline.

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Strategic Management Seminar

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  1. August 26, 2008 1 Strategic Management Seminar California State University, Northridge College of Business and Economics Dr. Daniel Degravel Strategic Management Seminar Fall 2008 MGT693 Class 12497 T 7:00pm-9:45pm JH1236 August to December 2008

  2. 2 Day Outline Professor: introduction Course Objectives Course Structure and Schedule Evaluation Teaching Method Work for students Contents Students: presentation

  3. Professor 3 Daniel Degravel, Ph.D. daniel.degravel@csun.edu Office Phone (818) 677-2402 1- Internal consultant 3- Faculty Four perspectives 4- External consultant 2- Project manager

  4. 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

  5. Professor 5 • School • 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 View Top managers’ cognition and mental processes related to the RBV and to 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

  6. 6 Course Fundamental Objectives Make students able to deal with strategic topics: understand, build, market and implement a strategic plan But also… Allowing students to build for their future career good Performance and Behavior as managers…

  7. 7 Course Fundamental Objectives 1- Identify critical issues 2- Strategic recommendations 3- Understanding of key implementation issues Implied Objectives: 4-Communication 5-Develop classic but critical skills for managers (group animation, teamwork and leadership) 6-High level vision and understanding of organization’ strategic situation, challenges and solutions

  8. 8 Schedule Individual Report Report about actual use of strategy in real organization 17 Chapters Discussions and exercises MGT693 classes taught jointly with Prof. Rex Mitchell Case study presentation and discussion 7-9 case studies related to a topic: a presenting team per case 15 Sessions 2:45h Exams 3 + ? Dialogue with Professor Validation of proposals Evaluation of students Final Team Project Presentation by each team of their study of firm’s R&C (session at the end of semester)

  9. 9 Contents 1- Strategic Management Overview 2- Tools for SM (Goals, Environmental analysis, Competition, Structure and R&C ) 3- Competitive advantage (Business-level Strategy) 4- Corporate-level Strategy 5- Contextualization of Strategy (different types of industries)

  10. 10 Case studies INDUSTRY ANALYSIS 1- De Beers 2- Coors CORPORATE STRATEGY and COMPETITIVE STRATEGY 3- Airborne Express 4- Caterpillar 6- News Corp. 7- Google, Inc. 9- ZISCo. ALLIANCES, NETWORKS and INTERNATIONAL 5- Jollibee Foods INSIDE THE FIRM 2- Core competences at GTE and NEC 8- Cirque du Soleil

  11. 11 Evaluation Participation (Individual) 20% Individual Report (Short report, Individual) 15% Exams (Individual) 20 % Case study (Team) 20% Final Team Project (Large report, Team) 25% Total 100%

  12. 12 Evaluation A- Excellent B- Regular C- D- F-

  13. 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

  14. 14 Teaching Method Chapters Case studies Class Discussion Specific parts or questions as needed Illustration on companies Large contribution from students Each student provides one question per chapter 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 Peer evaluation Firm Z, Inc. Each team-member evaluates at the end his/her teammates Reports Exams 1- Individual Report (short report): Usefulness and use of Strategy in organization (2-3 pages) 2- Final Team Project (large report): R&C study and short powerpoint presentation at the end of semester (15-20 pages)

  15. 15 Students’ contribution 1- Preparation of chapters and one question (team) 2- Preparation of one case study in depth and of the other case studies (team) 3- Individual report 4- Final team project (RBV) (team)

  16. 16 Contents • 1- Contemporary Strategy Analysis, Robert M. Grant, Balckwell Publishing, Laden MA., USA, 2008, 482p., 6th Ed. • ISBN 978-1-4051-6309-5 • 2- Set of HBS case studies (HBS, Hong-Kong Univ.) • 3- Regular readings of Business Magazines (at least one of them): • Business Week • LA Times Business • Fortune • Barron’s • Wall Street Journal • Forbes 4- Professor’s website www.csun.edu/~degravel

  17. 17 Students: Introduction Education Professional Experience / Position / Current Organization « Contacts » with Strategy Career orientation Specific Expectations for the Course

  18. Strategy? 18 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

  19. 19 Contents Context and Environment of the Organization I 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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