course plan strategic management for human · pdf file- develop a swot matrix, space matrix,...

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COURSE PLAN FIRST: BASIC INFORMATION

College

College : Faculty of Business

Department : Business Administration

Course

Course Title Strategic Management for

Human Resource Student

Course Code : 50519711

Credit Hours : 3

Prerequisite

Instructor

Name Dr. Eshaq Al Shaar

Office No. :

Tel (Ext) :

E-mail [email protected]

Office Hours : 11:30-12:30 Monday and Wednesday

11-1 Sunday, Tuesday and Thursday

Class Times Building Day Start Time End Time Room No.

Business

administration

department

Monday 5pm 8pm

Text Book

Title: David Fred R., Strategic Management (Concepts and Cases),

Pearson, 2017.

References

Wheelen and Hunger, Concepts in Strategic Management and Business

Policy, 14th, Prentice Hall 2015 .

Johnson and Scholes, Exploring Corporate Strategy(Text and Cases),

Prentice Hall, 2010.

SECOND: PROFESSIONAL INFORMATION


COURSE DESCRIPTION

The emergence of the New Economy revives the need for strategic management to

accomplish effective and competitive outcomes for the organization and making

the firms more proactive and reactive towards their turbulent environments. The

course aims to clarify the stages of strategic management: strategy formulation,

strategy implementation, and strategy evaluation and improve the student's

capability to develop vision, mission, identify opportunities and threats, generate

alternative strategies, choose particular strategies to pursue, implement specific

strategies, and evaluate it. This course is devoted to providing you with the tools

necessary to be a good strategist.

COURSE OBJECTIVES

Students completing this class should be able to

• Describe the strategic-management process

Describe the nature and role of vision and mission statements in strategic management

Discuss major external forces that affect organizations: economic, social, cultural, demographic,

environmental, political, governmental, legal, technological, and competitive.

Identify the basic functions or activities that make up management, marketing, finance/ accounting,

production/operations, research and development, and management information systems.

Discuss the value of establishing long-term objectives.

Identify types of business strategies.

Discuss Porter’s five generic strategies.

Describe a three-stage framework for choosing among alternative strategies.

Discuss the importance of annual objectives and policies in achieving organizational commitment for

strategies to be implemented.

Discuss the nature and role of research and development in strategy implementation.

Describe a practical framework for evaluating strategies.

Explain the advantages and disadvantages of entering global markets.


COURSE LEARNING OUTCOMES

{Write course learning outcomes here } 1) Knowledge and Understanding

- Explain the need for integrating analysis and intuition in strategic management.

- Describe how to conduct an external strategic-management audit.

- Discuss why the process of developing a mission statement is as important as the resulting

document.

-

2) Professional Skills

- Develop an Internal Factor Evaluation (IFE) Matrix.

- Develop a SWOT Matrix, SPACE Matrix, BCG Matrix, IE Matrix, and QSPM

- Develop an EFE Matrix.

- Write good vision and mission statements.

3) Competences (Transferable skill and attributes)

- Identify numerous examples of organizations pursuing different types of strategies.

- This course will offer for students competence opportunities after graduation to work with

experts in the field of strategic management.

COURSE SYLLABUS

Week Course Topic Notes

Week 1 Overview of Strategic

Management

Strategic Management definition

Key terms in Strategic Management

The Strategic Management model

Benefits of Strategic Management

Why some firms do no Strategic

Management

Pitfalls in Strategic Planning

Guidelines for effective Strategic

Management

Week 2 Strategy Formulation

The business vision and mission

Benefits of vision and mission

statements

Characteristics of a mission

statement

Writing and evaluation mission


statements

Week 3 The External Assessment

The nature of an external audit

The industrial organization view

Economic forces

Social, Cultural, Demographic, and

Natural environment Forces

Political, Governmental, and Legal

Forces

Technological Forces

Competitive Forces

Porter's Five-forces Model

Sources of external information

Forecasting tools and techniques

Week 4 The Internal Assessment

The nature of an internal audit

The resource – based view

Integrating strategy and culture

Management, Marketing,

Finance/Accounting,

Production/Operations, Research

and Development and Management

information systems

Value Chain Analysis

The Internal Factor Evaluation

Matrix

Week 5 Strategies in Action

Long-term objectives

The Balanced Scorecard

Types of strategies: Integration

Strategies, Intensive Strategies,

Diversification Strategies, Defensive

Strategies

Michael Porter's Five Generic

Strategies

Means for achieving strategies

Strategic Management in nonprofit

and governmental organizations

Strategic Management in small firms

Week 6


Week 7 Strategy Analysis and Choice

The nature of strategy analysis and

choice

A comprehensive strategy-

formulation framework

The input stage

The matching stage

The decision stage

Cultural aspects of strategy choice

The politics of strategy choice

Governance issues

Week 8 Midterm Exam Midterm Exam

Week 9 Strategy Implementation

(Implementing Strategies:

Management and Operations

Issues)

The nature of strategy

implementation

Annual objectives

Policies

Resource allocation

Management conflict

Matching structure with strategy

Restructuring and Reengineering

Linking performance and pay to

strategies

Managing resistance to change

Creating a strategy-supportive

culture

Production/Operations concerns

when implementing strategies

Human resource concerns when

implementing strategies

Week 10

Week 11 Strategy Implementation

(Implementing Strategies:

Marketing, Finance/Accounting,

R&D, and MIS Issues)

Current Marketing Issues


Market Segmentation

Product Positioning

Finance/Accounting Issues

Research and Development Issues

Management Information Systems

Issues

Week 12 Strategy Evaluation

A Strategy Evaluation Framework

The Balanced Scorecard

Published Sources of Strategy

Evaluation Information

Characteristics of an Effective

Evaluation System

Contingency Planning

Auditing

Twenty-First –Century Challenges

in Strategic Management

Week 13 Global/International Issues

Multinational Organizations

Advantages and Disadvantages of

International Operations

The Global Challenge

Corporate Tax Rates Globally

United States versus Foreign

Business Cultures

Communication Differences Across

Countries

Business Culture Across Countries

Business Climate Across

Countries/Continents

Week 14 Cases Analysis

Week 15

Week 16 Final Exam Final Exam

COURSE LEARNING RESOURCES

Lectures

Discussion

Assignment

Case study


ONLINE RESOURCES

ASSESSMANT TOOLS

ASSESSMENT TOOLS %

Activities 20

Mid Exam 40

Final Exam 40

TOTAL MARKS 100

THIRD: COURSE RULES

ATTENDANCE RULES

Attendance and participation are extremely important, and the usual University rules will apply.

AGendance will be recorded for each class. Absence of 10% will result in a first wriGen warning. Absence

of 15% of the course will result in a second warning. Absence of 20% or more will result in forfeiJng the

course and the student will not be permitted to attend the final examination. Should a student

encounter any special circumstances (i.e. medical or personal), he/she is encouraged to discuss this with

the instructor and written proof will be required to delete any absences from his/her attendance

records.

GRADING SYSTEM

Example:

Points Grade

4 A

3.75 A-

3.5 B+

3 B

2.75 B-

2.5 C+

2 C

1.75 C-

1.5 D+

1 D

0.75 D-

0.5 F


REMARKS

- Makeup exams will be administered only with an official excused absence (accepted by

the department and faculty administration), within 48 hours of the scheduled exam time.

- Makeup exams will be different from regular exams in content and format.

- Academic Integrity.

Academic misconduct, a violation of BAU academic-integrity system, involves any of

the following: cheating, fabrications, falsification, multiple submission, plagiarism, and

complicity.

- Attendance Policy.

Lecture attendance is mandatory. Absence from lectures shall not exceed 15% of the total

module hours. Students who exceed the 15% limits without a medical or emergency

excuse acceptable by the department and faculty administration shall receive a mark of

zero.

INSTRUCTOR’S REVIEW

Course Name: Strategic Management for Human Resource Student: 50519711

Instructor Name: Dr. Eshaq Alshaar A. Appropriateness of the course learning outcomes. The accredited book was selected carefully to fit the course learning outcomes in cooperation with the

course Instructors. Furthermore, the course chapters were selected to match each learning outcome.

B. Extent to which the syllabus was covered. (Mention the reasons if the syllabus was not fully covered) The course syllabus was covered completely as shown in form one (time table).

C. Extent to which learning outcomes were met (with evidence). 1. Knowledge and Understanding: Exam quesJons were designed to cover the learning outcomes and to

measure students’ knowledge and understanding of the course contents.

2. Professional Skills: Students were directed to register in some related websites and to use the

available applications that match the course content.

3. Competences (Transferable skill and aGributes): students were formed into discussion and

brainstorming groups in order to spotlight the problems and obstacles of using specific ERP

technologies. Furthermore, students were encouraged to suggest and innovate practical solutions.

Learning outcomes Tests Projects & group discussion

Oral Tests

Midterm Exam

Final Term Exam

Explain the need for integrating

analysis and intuition in

strategic management.

* * * *


Describe how to conduct an

external strategic-management

audit.

* * * * *

Discuss why the process of

developing a mission statement

is as important as the resulting

document.

* * *

Develop an Internal Factor

Evaluation (IFE) Matrix.

* * * *

Develop a SWOT Matrix, SPACE

Matrix, BCG Matrix, IE Matrix,

and QSPM

* * * *

Develop an EFE Matrix.

* * * *

Write good vision and mission

statements.

*

Identify numerous examples of

organizations pursuing different

types of strategies.

* * * *

This course will offer for

students competence

opportunities after graduation

to work with experts in the field

of strategic management.

* * * *

4. Appropriateness of textbooks and other Learning resources. The adopted textbook and learning resources were appropriate for teaching.

5. Appropriateness of assessments instruments in relation to learning outcomes. There was a high weight for the essay exams marks (90 marks) in comparison with other assessment

instruments such as projects, discussion and brainstorming groups (which comprise only 10 marks).

6. Appropriateness of prerequisites. The prerequisite courses appropriately covered the needed concepts for understanding the enterprise

resource planning systems course.

7. General comments on any problems encountered with the course.

• The unavailability of data show device in the classroom.

• The unavailability of PCs and Internet connection in the classroom.


8. General comments about course development.

• This course must be taught in a modern and fully equipped classroom that contains PCs and Internet

connection to give more practical, participatory and online sessions.

• Allocate more weight (marks) to projects, discussion and brainstorming groups which really enhances

the student’s professional skills and competencies.

Final exam

Al Balqa’a Applied University

Faculty of Business

Subject Name: strategic Management

Instructor: Eshaq Alshaar

Date: 8/1/2018

……………………………………………………………………………………

Q1.(10m)

A. Describe each of the activities that comprise strategy evaluation.

B. Discuss some of the reasons why strategy evaluation is becoming increasingly

difficult with the passage of time.

Q2(10 m) Discuss at least five potential advantages & potential disadvantages to initiating,

continuing, and/or expanding international operations

Q3. (10m) Discuss Michael Porter's five generic strategies.

Q4.(10 m)

A- The implementing chapter says strategy formulation focuses on effectiveness,

whereas strategy implementation focuses on efficiency. Which is more important,

effectiveness, or efficiency? Give an example of each concept.

A. What are the three commonly used strategies or approaches for implementing

changes in an organization? Give an advantage and/or disadvantage for each type of

approach.


typical answer

Q1

A. Describe each of the activities that comprise strategy evaluation.

Answer: The activities that comprise strategy evaluation are: 1) reviewing bases of an

organization's strategy; 2) measuring organizational performance; and 3) taking corrective

actions. Step 1 can be achieved by developing a revised EFE Matrix and IFE Matrix. External

opportunities and threats and internal strengths and weaknesses that represent the bases of

current strategies should continually be monitored for change. Step 2 includes comparing

expected results to actual results, investigating deviations from plans, evaluating individual

performance, and examining progress being made toward meeting stated objectives. Criteria for

evaluating strategies should be measurable and easily verifiable. Step 3 requires making changes

to competitively reposition a firm for the future. Examples of such action are altering a firm's

structure, selling a division, or revising a business mission. Taking corrective actions does not

necessarily mean that existing strategies will be abandoned or even that new strategies must be

formulated.

Q1.

B-Discuss some of the reasons why strategy evaluation is becoming increasingly difficult

with the passage of time.

Possible answers include: Domestic and world economies were more stable in years past;

product life cycles were longer; product development cycles were longer; technological

advancement was slower; change occurred less frequently; there were fewer competitors; foreign

companies were weak; and there were more regulated industries. Other reasons include the

following trends: 1) A dramatic increase in the environment's complexity; 2) The increasing

difficulty of predicting the future with accuracy; 3) The increasing number of variables; 4) The

rapid rate of obsolescence of even the best plans; 5) The increase in the number of both domestic

and world events affecting organizations; and 6) The decreasing time span for which planning

can be done with any degree of certainty.

Q2. Discuss at least five potential advantages & potential disadvantages to initiating,

continuing, and/or expanding international operations

They include: 1) Firms can gain new customers for their products. 2) Foreign operations can

absorb excess capacity, reduce unit costs, and spread economic risks over a wider number of

markets. 3) Foreign operations can allow firms to establish low-cost production facilities in

locations close to raw materials and/or cheap labor. 4) Competitors in foreign markets may not

exist, or competition may be less intense than in domestic markets. 5) Foreign operations may

result in reduced tariffs, lower taxes, and favorable political treatment. 6) Joint ventures can

enable firms to learn the technology, culture, and business practices of other people and to make

contacts with potential customers, suppliers, creditors, and distributors in foreign countries. 7)

Economies of scale can be achieved from operation in global rather than solely domestic

markets. Larger-scale production and better efficiencies allow higher sales volumes and lower-

price offerings. 8) A firm's power and prestige in domestic markets may be significantly


enhanced if the firm competes globally, which can translate into improved negotiating power

among creditors, distributors, suppliers, etc.

They include: 1) Foreign operations could be seized by nationalistic factions. 2) Firms confront

different and often little-understood social, cultural, demographic, environmental, political,

governmental, legal, technological, economic, and competitive forces when doing business

internationally. This can make communication in the firm difficult. 3) Weaknesses of

competitors in foreign lands are often overestimated, and strengths are often underestimated.

Keeping informed about the number and nature of competitors is more difficult when doing

business internationally. 4) Language, culture, and value systems differ among countries, which

can create barriers to communication and problems managing people. 5) Gaining an

understanding of regional organizations is difficult but is often required in doing business

internationally. 6) Dealing with two or more monetary systems can complicate international

business operations.

Q3. (10m) Discuss Michael Porter's five generic strategies.

According to Porter, strategies allow organizations to gain competitive advantage from three

different bases: cost leadership, differentiation, and focus. Porter calls these bases generic

strategies. Cost leadership emphasizes producing standardized products at a very low per-unit

cost for consumers who are price-sensitive. Two alternative types of cost leadership strategies

can be defined. Type 1 is a low-cost strategy that offers products or services to a wide range of

customers at the lowest price available on the market. Type 2 is a best-value strategy that offers

products or services to a wide range of customers at the best price-value available on the market.

The best value strategy aims to offer customers a range of products or services at the lowest price

available compared to a rival's products with similar attributes. Differentiation is a strategy

aimed at producing products and services considered unique industrywide and directed at

consumers who are relatively price-insensitive. A low-cost focus strategy offers products or

services to a small range of customers at the lowest price available on the market. A best-value

focus strategy offers products or services to a small range of customers at the best price-value

available on the market.

Q4.

A- The implementing chapter says strategy formulation focuses on effectiveness,

whereas strategy implementation focuses on efficiency. Which is more important,

effectiveness, or efficiency? Give an example of each concept.

Student opinions on the importance of effectiveness and efficiency will vary and certainly both are

important for successful strategic planning. Effectiveness is associated more with strategy formulation,

i.e. doing the right things which means having an excellent game plan or strategic plan. Efficiency is


associated more with strategy implementation. Efficiency means finding the best means to accomplish

something. Because strategy implementation is usually more difficult to accomplish than formulation,

some students may feel that efficiency is more important. Recall that Vince Lombardi once said “the best

game plan in the world never tackled or blocked anybody.” However, the author actually feels that

effectiveness may well be more important than efficiency because it is essential to be on the right track, or

digging in the right spot. Otherwise even the hardest working employees likely would be unsuccessful.

Formulation (effectiveness) decisions such as to acquire a firm equal in size to your firm can make or break

the firm.

Example

Final exam

Excellence student 36

Average student 28

A wake student 25

Excellence student


Average student


A wake student


COURSE COORDINATOR

Course Coordinator: Dr. Esshaq Alshaar Department Head:

Signature: Signature:

Date: Date:

course plan strategic management for human · pdf file- develop a swot matrix, space matrix,...

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