COURSE SYLLABUS STRATEGIC MANAGEMENT Course code: VJU6306 Number of credits: 02 Prerequisite courses: None Teaching language: English Lecturers Daniel HELLER, Ph.D., Professor, Graduate School of International Social Sciences, Yokohama National University Course objective Become able to: Understand the various perspectives introduced the textbook and use them for crafting strategy in an organization Describe the fundamental strategic management concepts: product differentiation, vertical integration, strategic alliance, diversification, corporate governance, etc Analyze and organize real business issues by learned concepts and developing solutions Present the analysis and solution persuasively in oral and written form Expected learning outcomes 7.1 Knowledge competence: Be able to use multiple approaches and apply concepts in strategic management to practical situations 7.2 Skills: Find important business issues in your tasks and pursue persuasive solutions for the issues 7.3 Ethics: Find future business direction for your organization that contribute to sustainable communities and society 8 Assessment methods/Grading system 8.1 Attendance (including class participation): 20% 8.2 Mid-term evaluation (in-class group presentation): 20% 8.3 Final exam (short answer questions and essay question): 60% Learning materials 9.1 Required textbook and other material Henry Mintzberg, Joseph Lampel, and Bruce Ahlstrand (2005) Strategy Safari: A Guided Tour Through The Wilds of Strategic Management NY: Free Press 9.2 Reference material Michael E Porter (1996) “What Is Strategy?” Harvard Business Review November/December Pp.61-78 Robert, Grant M (2016) Contemporary Strategy Analysis 9th edition NJ: Willy 10 Course description This course deals with understanding the many ways people approach corporate strategy and the tools used for strategic analysis in a business environment The focus is on two steps: organizing business environment and finding ways to improve business performance Both external and internal factors in organizations are targets of this course This course provide opportunities for students to generate ideas to solve social issues through business development Students have discussion to find cause of social issues by analysis tools and to find ways to remove it through business that gives incentives to the stakeholders 11 Course contents What is strategic management? Consider the standard view of corporate strategy What can we learn from it, and what is lacking? Students will reflect on their experiences in organizations to see how the standard view fits with the reality you know Readings: Porter (1996) Strategy as an encounter with an elephant by the blind Strategy seems like a (relatively) simple idea, but this may be because our understanding is often quite biased What is strategy really like in most organizations? While results are critically important for any formal organization, in this course we will approach strategic management as a process The underlying assumption is that good processes will produce good results (more often than not) Readings: Mintzberg et al (2005), Chapter The Design School Understand how strategy formulation can be view as a process of conception A student group will present this chapter to stimulate discussion and actively engage the material Make sure you give questions that force us to dig deeply into the text Readings: Mintzberg et al (2005), Chapter The Planning School Understand how strategy formulation can be view as a formal process A student group will present this chapter to stimulate discussion and actively engage the material Make sure you give questions that force us to dig deeply into the text Readings: Mintzberg et al (2005), Chapter The Positioning School Understand how strategy formulation can be view as an analytical process A student group will present this chapter to stimulate discussion and actively engage the material Make sure you give questions that force us to dig deeply into the text Readings: Mintzberg et al (2005), Chapter The Entrepreneurial School Understand how strategy formulation can be view as a visionary process A student group will present this chapter to stimulate discussion and actively engage the material Make sure you give questions that force us to dig deeply into the text Readings: Mintzberg et al (2005), Chapter The Cognitive School Understand how strategy formulation can be view as a visionary process A student group will present this chapter to stimulate discussion and actively engage the material Make sure you give questions that force us to dig deeply into the text Readings: Mintzberg et al (2005), Chapter Midway Review Let’s review how does the first half of this course compare with what is presented in the first half of Grant (2016)? What are the similarities and differences? Why you think Grant’s textbook is so much more popular as a business school textbook? Readings: Grant (2016) The Learning School Understand how strategy formulation can be view as an emergent process A student group will present this chapter to stimulate discussion and actively engage the material Make sure you give questions that force us to dig deeply into the text Readings: Mintzberg et al (2005), Chapter 10 The Power School Understand how strategy formulation can be view as a negotiation process A student group will present this chapter to stimulate discussion and actively engage the material Make sure you give questions that force us to dig deeply into the text Readings: Mintzberg et al (2005), Chapter 11 The Culture School Understand how strategy formulation can be view as a collective process A student group will present this chapter to stimulate discussion and actively engage the material Make sure you give questions that force us to dig deeply into the text Readings: Mintzberg et al (2005), Chapter 12 The Environmental School Understand how strategy formulation can be view as a reactive process A student group will present this chapter to stimulate discussion and actively engage the material Make sure you give questions that force us to dig deeply into the text Readings: Mintzberg et al (2005), Chapter 10 13 The Configuration School Understand how strategy formulation can be view as a transformation process A student group will present this chapter to stimulate discussion and actively engage the material Make sure you give questions that force us to dig deeply into the text Readings: Mintzberg et al (2005), Chapter 11 14 Hang on (we’re almost there)! We finally get a full picture of the breadth and depth of strategic management when all of these schools are weaved together into a carpet that is used in a real organization to actually go somewhere Readings: Mintzberg et al (2005), Chapter 12 15 Weaving it all together for what? Let’s look again at Grant (2016)—how does the second half of the book compare to the second half of Mintzberg et al (2005)? I think we find that the two books are largely complementary rather than contradictory Think of Aladin’s magic carpet! You’ll be inspired to see how far a managerial approach to strategy can go if it includes processes from all of the schools presented in this book Yet, unlike the story, it is not otherworldly magic that will get the carpet to fly, but rather the driving force is a lot of effort, thinking, and teamwork by people who are free to be all that they can be together The world needs more organizations to realize their potential to change the world for the better Readings: Grant (2016)