Course Syllabus

Course Name and Number: MGMT 661: Strategic Management

Course credits: 3

Method of Delivery: Face to Face (Vancouver Campus)

Term: Click here to enter text.

Course Start Date: Click here to enter text.

Course End Date: Click here to enter text.

Name of Instructor: Click here to enter text.

Instructor Contact Information: The main point of contact for all instructors is through MyUCW.

Additional Contact Information: (@myucanwest.ca address, additional email address, phone number,
times available for individual student consultations, etc)

1.0 Course Description: Strategic management focuses on the strategy formulation and actions taken
by top management utilizing the organization's resources synergistically to improve performance of
internal and external environments. The course serves as an opportunity to develop skills for strategic
thinking and analysis, leadership, communication, teamwork, and cross-functional integration. Students
learn about corporate and business planning as well as the implementation of organizational change
through structures, systems, and people. The approach adopted includes lectures, case analyses, and
action learning through group efforts.

1.5 Course Prerequisite(s): Completion of Tier 3

2.0 Learning Goals: As an MBA graduate, students will be prepared to act as an effective leader in
global contexts. They are able to take on complex business challenges, apply pragmatic problem solving
methods, communicate persuasively and make informed, responsible decisions that drive organizational
success.
 UCW Course Syllabus for MGMT 661

Graduates will be able to:

 Construct strategic responses to business challenges/opportunities

 Assess ethical implications of business activities
 Develop, implement and evaluate solutions to business problems
 Formulate business decisions and systematic analysis that reflects critical thinking
 Demonstrate effective skills to collaborate with diverse groups of people
 Lead teams through the resolution of problems and successful completion of projects and tasks
 Integrate personal values and perspectives into problem solving and take responsibility for
decisions
 Communicate ideas persuasively (written and oral) as a result of thorough analysis of
information
 Gather, analyze and synthesize information for a business context.

3.0 Learning Outcomes: At the completion of this course a student will be able to:
 Describe the competitive landscape and explain how globalization and technological changes shape
it.
 Discuss the incentives and resources that encourage diversification.
 Describe the work of strategic leaders.
 Explain the importance of analyzing and understanding the firm’s external environment.
 Explain how firms analyze their value chain for the purpose of determining where they are and
how to create value when using their resources, capabilities, and core competencies.
 Describe the risks of using business-level strategies.
 Explain awareness, motivation, and ability as drivers of competitive behaviors.
 Discuss environmental trends affecting the choice of international strategies.
 Describe how corporate governance fosters the making of ethical decisions by a firm’s top-level
managers.
 Discuss the functional structures used to implement business-level strategies.
 Define strategic leadership and describe top-level managers’ importance.
 Explain how strategic entrepreneurship helps firms create value.

4.0 Required Course Materials, Resources, Textbook(s):

 Hitt, Michael A., R. Duane Ireland, Robert E. Hoskisson, Strategic Management: Concepts and
Cases: Competitiveness and Globalization, 10th Edition, SouthWestern - Cengage, 2011.
ISBN-10: 1-111-82587-4 ISBN-13: 978-1-111-82587-4
 Marketplace Live Simulation – Strategy and Business Policy (online access)

5.0 Recommended Course Materials, Resources, Textbook(s):

 Publication Manual of the American Psychological Association, APA, 6th edition ISBN: 978-
14338-0561-5
 Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors.
New York, Free Press.
 Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance.
New York, Free Press.

1/31/2020 Page 2
 UCW Course Syllabus for MGMT 661

 Porter, M.E. (1990). The competitive advantage of nations. New York: Free Press.

6.0 Course Schedule:

Week Topic Learning Objectives Course Activities

1
Strategic
1. explain how globalization and  Read Chapter 1 & 2
Management &
technological change shape the  Chapter 1 & 2
Strategic Quizzes
competitive landscape,
Competitiveness
2. describe how firms earn above  Case 1
average returns,
Competitor Analysis
3. explain the strategic management
process,
4. describe the work of strategic
leaders,
5. identify the five competitive forces,
6. explain how to collect competitive
intelligence.
2
Core Competencies &
1. describe the differences between  Read Chapter 3
Competitive
tangible and intangible resources,  Chapter 3 Quiz
Advantages
2. explain how firms analyze their  Case 2
value chains,  Team Charter
3. discuss reasons for outsourcing,
4. identify corporate strengths and
weaknesses.
3
Business Level
1. define business level strategies,  Read Chapter 4
Strategy
2. discuss the relationship between  Chapter 4 Quiz
customers and strategies,  Case 3
3. discuss the risk of using business  Simulation Decision 1
level strategies.
4
Competitive Rivalry &
1. describe market commonality and  Read Chapter 5 & 6
Competitive
resource similarity,  Chapter 5 & 6
Dynamics Quizzes
2. identify likelihood of customer's
competitive reactions,  Case 4
Corporate Level
3. explain the competitive dynamics in  Simulation Decision 2
Strategy
different markets,
4. discuss incentives and resources that
encourage diversification,
5. explain primary reasons why firms
diversify,
6. describe reasons why managers over
diversify firms.

1/31/2020 Page 3
 UCW Course Syllabus for MGMT 661

1. explain the popularity of merger and 

Merger & Acquisition Read Chapter 7
5
Strategies
acquisition strategies,  Chapter 7 Quiz
2. name the attributes of effective  Simulation Decision 3
acquisitions,
3. develop restructuring strategies,
4. describe seven problems that impact
mergers.
6
International
1. explain international strategy  Read Chapter 8
Strategy
incentives,  Chapter 8 Quiz
2. identify benefits of an international  Case 5
strategy,
3. explore the determinants of national
average,
4. explain 5 modes of entering
international markets,
5. discuss risk of international
strategies.
7
Cooperative Strategy
1. explain why firms use cooperative  Read Chapter 9
strategies,  Chapter 9 Quiz
2. discuss types of strategic alliances,  Case 6
3. explain the importance of cross  Simulation Decision 4
border alliances,
4. discuss cooperative strategic risks.
8
Corporate
1. explain why ownership and  Read Chapter 10
Governance
management of organizations are  Chapter 10 Quiz
separate,  Case 7
2. discuss executive compensation,  Simulation Decision 5
3. explain internal governance
methods,
4. discuss how to foster ethical
decisions.
9
Organizational
1. discuss the difference between  Read Chapter 11
Structure & Controls
strategic and financial controls,  Chapter 11 Quiz
2. describe the relationship between  Case 8
strategy and structure,  Simulation Decision 6
3. explain international corporate
structures,
4. discuss strategic networks.

1/31/2020 Page 4
 UCW Course Syllabus for MGMT 661

10
Strategic Leadership
1. explain how top management affect  Read Chapter 12
firm performance,  Chapter 12 Quiz
2. discuss the value of strategic  Final Simulation
leadership, Paper Due
3. explain how to sustain effective
culture,
4. discuss the use of organizational
controls.
11
Strategic
1. define strategic and corporate  Read Chapter 13
Entrepreneurship &
entrepreneurship,  Chapter 13 Quiz
Innovation
2. describe the relationship between  Final Exam
innovation, invention and imitation,
3. explain the importance of
international entrepreneurship,
4. describe how strategic
entrepreneurship creates value.

7.0 Required Assignments or Activities, Distribution of Marks and Due Dates:

Assignment Description Percent of Total Due Date

Course Grade
Class Participation Participation for your in-class activities 15% Ongoing
Quizzes End of Chapter Quizzes – to be completed 10% Weekly by
online in MyUCW Sunday at
midnight
Case Analysis We will discuss cases from the text almost 5% each for Click here to
weekly in class. In week 2 of the course, total of: 10% enter text.
you will be assigned two of those cases to
write a specific detailed response on and
submit to be graded. You will be
informed of the due date at that time.
Weekly Reports General Manager Activity/Learning 10% Periodic
Reports – submit these to instructor
directly
Simulation Board of Directors presentation and 40% Click here to
evaluation of simulation results. enter text.
Final Exam 15% Click here to
enter text.

8.0 Assessment Rubrics: See Rubrics posted in class.

1/31/2020 Page 5
 UCW Course Syllabus for MGMT 661

9.0 Grade Point and Letter Grades:

DESCRIPTOR GRADE
Exceptional: Normally achieved by a small minority
of students who have consistently exceeded 90-100% A+ (4.33)
performance expectations in all evaluation criteria.
Excellent: Demonstrates a comprehensive
knowledge and understanding of subject matter
and achievement of learning outcomes at high 85-89% A (4.00)
levels of performance in almost all of the
evaluation criteria.
Very good: Demonstrates a comprehensive
knowledge and understanding of the subject
matter and achievement of learning outcomes at 80-84% A- (3.67)
well above average levels of performance in most
of the course evaluation criteria.
Good: Demonstrates substantial knowledge and
understanding of the subject matter and 76-79% B+ (3.33)
achievement of learning outcomes at average to
above average performance levels in most of the 72-75% B (3.00)
course evaluation criteria
Satisfactory: Demonstrates sufficient knowledge
and understanding of the subject matter and
achievement of learning outcomes at average 68-71% B- (2.75)
levels of performance in most of the course
evaluation criteria.
Pass: Demonstrates acceptable knowledge and
understanding of the subject matter and
achievement of learning outcomes at low to 60-67% C (2.00)
average level of performance in many of the
course evaluation criteria.

Fail: Unacceptable performance in most or all of

0-59% F (0)
the course evaluation criteria

10.0 Class Participation / Expectations: Students are expected to attend every class. If you must be
absent, please contact the instructor as soon as possible. For international students within Canada, or
Canadians on student loans, the university must report any absences over 8 hours in a semester (all
classes combined) to the appropriate authority. This may result in the revoking of a student’s study
permit or student loan status. Students for whom this doesn’t apply, still run the risk of grade penalties
to their participation mark.

11.0 Late Assignments: Late Assignments will be penalized at a rate of 10% per day.

12.0 APA Guidelines: UCW follows the Publication Manual of the American Psychological Association
(APA). All assignments must be submitted with the correct APA formatting and all sources cited

1/31/2020 Page 6
 UCW Course Syllabus for MGMT 661

according APA standards. The UCW Library provides resources and reference materials for students and
faculty to utilize in order that their work meets APA standards.

13.0 Copyright Policy: University Canada West abides by all copyright legislation, regulations, and
agreements. All copying must be in accordance with these. Please refer to the Access Copyright
Repertoire Lookup Tool and/or consult the UCW Library."

14.0 Privacy Policy: University Canada West is committed to using personal information collected in
accordance with applicable provincial and federal privacy legislation. Use of the information collected
during this course will be used solely for purposes consistent with academic and support services of a
post-secondary educational institution. This statement is consistent with UCW's Information Privacy &
Security Policy.

15.0 Turnitin Policy: This course requires you to submit some material in electronic form. When this
requirement is in place, it will be noted in the course outline, the assignment, or both. The electronic
material will be submitted to a service to which UCW subscribes, called Turnitin. This is a service that
checks textual material for originality. Turnitin.com is used increasingly in North American universities.
For additional information please visit:
https://turnitin.com/static/resources/documentation/turnitin/sales/Turnitin_FAQ_Questions_and_A
nswers.pdf

16.0 Plagiarism and Academic Misconduct:

Please ensure that you read the section on Academic Misconduct in the University Canada West
Calendar located in MyUCW. To find the calendar, click on ‘Library Resources’ then ‘Forms and
Calendar.’

Plagiarism: includes, but is not limited to:

 Submission of another person’s work as original;
 Inadequate attribution given to an author or creator whose work is incorporated in the student's
work; and
 Paraphrase or use of material verbatim from a source without sufficient acknowledgement.

Falsifying Materials: includes, but is not limited to:

 Fraudulently manipulating laboratory processes, electronic data, or research data in order to
achieve desired results;
 Submitting work prepared by someone else (e.g., commercially prepared essays) as one's own;
 Citing a source from which material was not obtained; and
 Submitting false records, information or data, in writing or orally.

Cheating : includes, but is not limited to:

 Submitting the same work for different courses without prior permission from the faculty member;
 Copying another person’s answers or other work;
 Sharing information or answers when doing take-home assignments, tests, and examinations
except where the instructor has authorized collaborative work;
 Having any unauthorized materials or equipment in an examination or test;

1/31/2020 Page 7
 UCW Course Syllabus for MGMT 661

 Submitting an assignment completed (or partially completed) by someone else;

 Falsifying or making up data or bibliographic information;
 Impersonating a candidate in an examination or test, or being assigned the results of such
impersonation;
 Reproducing, sharing or otherwise making unauthorized copies of UCW materials in any format;
 Using technological means such as cell phones, data storage units and other electronic devices
without prior permission from the faculty; and
 Assisting others or attempt to help others to engage in any conduct described above or any other
activities prohibited by UCW.

Penalties for Academic Misconduct

Penalties for academic misconduct include, but are not limited to:
 At the course level:
o Written reprimand for retention in the student file (no transcript entry)
o Repetition of the assignment or completion of a different, but similar, assignment (no
transcript entry)
o Failing grade for the assignment (no transcript entry)
o Failing grade for the course (recorded on transcript)
 At the program level:
o Disciplinary probation for a defined period with written documentation retained in the
student’s file (transcript notation for period of probation)
 At the University level:
o Suspension (permanent transcript entry)
o Expulsion (permanent transcript entry)
o Rescission of degrees granted (permanent transcript entry)

17.0 Instructor Biography:

Click here to enter text.

1/31/2020 Page 8