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PLEASE DO NOT PURCHASE ANY TEXTBOOKS UNTIL YOU CONFIRM THESE WITH THE PROFESSOR DURING THE FIRST CLASS.


Business Program
University of Guelph Humber


 
BADM 4000 "Business Policy: Strategic Management"

Fall 2007 - September to December
Not being taught by Thomas McKaig this semester


 


 
 

Faculty

Charles Janthur

Thomas McKaig
 

Phone #:

Janthur – 416-364-4112

McKaig 905-458-6400
 

Fax #

Janthur: 416-364-4074
McKaig - 905-458-7850

Email:

Janthur - charlesjanthur@hotmail.com

McKaig - pres@tm-int.com
 

Office Hours TBA

Janthur: TBA
McKaig: TBA
 

T. W. McKaig's course times
(not yet confirmed as indicated here)

Charles Janthur's course times
(not yet confirmed as indicated here)

 Wednesdays 9:00 a.m. - 11:40 a.m.
          in Room 111

Monday Evenings 6:10 - 8:50 p.m.
        in Room 117
 

Programme Head

Vicki Smith
 

Programme Advisor

Leah Murdock


 

COURSE OUTLINE

Pre-requisites: Financial Management, Operations Management, Marketing Management

Co-requisites:         --      

Course Website:      www.tm-int.com

Calendar Description:

In this course students develop the ability to understand and apply strategic management concepts and tools to multiple organizations, in a variety of domestic and international contexts. The course uses a combination of lectures, electronic teaching technologies, case discussions and a group project to ensure that students develop both verbal and written abilities in strategic management.

Course Learning Objectives:

On completion of this course the student will be able to:

1.      Discuss the history of strategic management and compare and contrast the components of the strategy process.

2.      List and critique the components of external analysis and internal analysis.

3.      Compare and contrast generic strategies versus functional strategies.

4.      Define corporate strategy and discuss the components of corporate strategy including a comparison of horizontal and vertical strategy.

5.      Discuss international strategy and list and critique types of international strategy.

6.      Evaluate other types of strategy, including strategy in professional organizations, public organizations and missionary organizations.

7.      Explain the concept of strategic change and the implications for creating and implementing strategic changes in relation to strategic leadership, corporate governance, and organizational structure.

8.      Identify and evaluate strategic management concepts and tools to prepare a strategic management analysis of an organization in verbal and written formats, in a group setting, and on an individual basis.

9.      Apply relevant strategic management tools and concepts to organizational and industry problems and issues

 Required Reading: (The following 2 come bundled)

(1)   Strategic Management, Competitiveness and Globalization: Concepts. Hitt, Ireland, Hoskisson, Rowe, Sheppard (Thomson Nelson, 2006). ISBN 0-17-641601-3

 (2)   (as indicated) Cases, ISBN 0-17-641602-1

Business in South America

Business in the Middle East

Assistance in Conducting International Business

EVALUATION

Mid Term Test                                                         25%
Final Test                                                                 25%
Group Case written report submission                        10*
Group Project (Presentation 10%; Report 30%)          40% * *

                                                                               100%

 

* Topics to be determined by Professor


**
Student groups have the option of presenting in front of the class at the end of the semester. If this option is selected, groups must inform the Professor of this intent, not later than the second class in the semester.

If selecting this option, then this group project /40 will be marked as follows. 10% of the 40 marks will be an individual mark for each person in the group based upon a person's presentation skills and style. The remainder of the 30% written report mark will be a group mark.

 

Should the group wish to only submit a written project, then this mark for the written report will be /40%. The total mark in both instances is /40% (individual presentation + written project = 40% or written project = /40%) . Written papers are not returned to student although papers may be viewed in Professor's office.

 Note

Students are expected to attend classes. The Professor will not duplicate information efforts disseminated in class. Students who choose to miss class, agree to miss information and agree to not ask the Professor to privately bring them up to stream or to make special efforts to retransmit already communicated information.

Detailed instructions regarding the Group Project will be discussed in class during the first two weeks of the semester. As an overview:

(a) Group Case /10%

Topics will be assigned by Professor. (please see above proviso. Students are not allowed to personally contact companies).

(b) Group Project /40%: Students will select a company currently doing business in Canada and develop a report of approximately 25 pages on the key focus of the company and its competitors, the environment it operates in and a discussion of the key strategic issues faced by that company.

FOR ALL PROJECTS, STUDENTS ARE NOT ALLOWED TO CONTACT ANY COMPANY. ALL INFORMATION CONTAINED WITHIN REPORTS MUST COME FROM EITHER CORPORATE ANNUAL REPORTS, MAGAZINE REPORTS SUCH AS PROFIT, BUSINESS WEEK, OR OTHER CANADIAN OR INTERNATIONAL PUBLICATIONS OR WEB BASED INFORMATION. ALL NON-ORIGINAL INFORMATION MUST BE PROPERLY REFERENCED.

Student groups can decide if they present in front of the class, or solely submit a written project. (please see instructions elsewhere in this course outline for further explanation) . If the option is to present in front of the class, then each group will have 20 minutes to present an overview of their findings to the class. Such an evaluation will be based on both the presentation and written document.

IN THE EVENT THAT A COUPLE OF GROUPS WILL SELECT THE IN FRONT OF THE CLASS PRESENTATION OPTION, ALL CLASS MEMBERS ARE REQUIRED TO ATTEND THAT/THOSE PRESENTATION(S), OR THEY WILL FORFEIT (LOSE) 5% MARKS /100. REASON? - BUSINESS PROFESSIONALISM AND COURTESY.

List of Topics: (syllabus for the course) –
Sequential coverage of chapters may or may not change. Structure of outline may or may not change.

    Prior preparation is required for each class.
    Charles Janthur's courses may or may not follow this order
     and it is imperative that Charles Janthur's students defer to
     and refer to his print copy course outline he will have
     handed out in class.

      Some of the following course coverage
     may extend to other dates, while other parts of course
     coverage might required less than three hours.Please note that
      in the right hand column, below, cases are
      indicated as required reading prior to class. We may or may
      not deal with these cases in class. Again, please be
      prepared  for them. These cases may be covered, formally, or
      informally, if covered at all. Charles Janthur's test dates will
    differ from Thomas McKaig's test dates

Week#

Dates

Topics

Required Reading Prior to Class

1

Sept. 6 (TWM)

Sept. 11 (CJ)

Introduction to the Course

Strategic Management & Competitiveness
(not covering Chapter 2 Strategic Management & Firm Performance)

Text, ch. 1

WE WILL BE FORMING GROUPS DURING THIS CLASS AND NEXT CLASS.

2

Sept. 13
(TWM)

Sept. 18 (CJ)

The External Environment

Text, ch. 3

Case: AlarmForce: The Launch of AlarmFog (p.40)

THOSE WHO WISH TO PRESENT IN FRONT OF THE CLASS MUST ANNOUNCE THEIR INTENT TO DO SO DURING TODAY'S  CLASS.

3

Sept. 20
(TWM)

Sept. 25 (CJ)
 

The Internal Environment


 

Text, ch.4

Case: Etraffic Solutions: The Future of E-Learning (p.99)

Topic for Group Case submission for Case /10% must be indicated to Professor in this Class.

4

Sept. 27
(TWM)

Oct. 2 (CJ)
 

Business Level Strategy

Text, ch.5

Case: ebay.com (p.79)

5

Oct. 4 (TWM)

Oct. 9
(CJ - Thxgvg)
 

Competitive Rivalry and Competitive Dynamics

Text, ch.6

Case: Perdue Farms (p.240)

6

Oct. 11
(TWM)

Oct. 16 (CJ)
 

Corporate Level Strategy

Text, ch.7

Case: The Comeback of Caterpillar: 1985-2001 (p.53)

Student groups must inform Professor in this class as to topic of major project /40%

7

Oct. 18 (TWM)

Oct. 23  (CJ)
 

 

Mid-Term Test  Chapters 1,3,4,5,6,7

8

Oct. 25
(TWM)

Oct. 30 (CJ)

1) Acquisition and Restructuring Strategies

2) International Strategies

Text, ch. 8, 9

Case: Wal-Mart’s German Misadventure (p.390)

9

Nov. 1
(TWM)

Nov. 6, (CJ)
 

1) Cooperative Strategy

2) Corporate Governance

Text, ch. 10, 11

Case: Piceline.com (p.282)

Group Case /10% is due

10
 

Nov. 8 (TWM)

Nov.13 (CJ)
 

Strategic Leadership

Strategic Entrepreneurship

Text, ch.13

Text Ch. 14
Case Frontier Adventure Racing (p.116)

11

Nov. 15  (TWM)

Nov. 20
(CJ)
 

Final Test

Chapters 8,9,10,11,13,14

12

Nov. 22 (TWM)

Nov. 27 (CJ)
 

Possibility of review class, yet to be announced in class.

13

Nov. 29 (TWM)

Dec. 4 (CJ) 

Group Submission of Major Case and/or presentations based on those who chose this method in second week of class.  (GROUP CASE)

                                                        ACADEMIC POLICIES

Important University of Guelph-Humber Policies

 Academic Integrity / Academic Honesty

 At the University of Guelph-Humber, students, faculty and staff  are establishing the foundations of a new tradition in education.  As individuals within this community, we all benefit when we strive for the highest achievable standards of excellence in our academic and applied work.  In reflection, all members of the University have the obligation to maintain the highest standards of academic honesty. It is the responsibility of members of faculty and staff to follow acceptable standards of academic conduct and to foster it in others, and of students to be mindful of and abide by such standards.

The University takes a serious view of academic misconduct and will penalize students, faculty and staff who are found guilty of offences associated with academic dishonesty, misrepresentation of personal performance, restrictions of equal opportunities for access to scholarly resources, and damage to the integrity of scholarly exchanges.

University of Guelph-Humber students are responsible for familiarizing themselves with and abiding by the Universitys policy on student academic misconduct regardless of their location of study. Faculty, staff and students have the responsibility to create an environment that discourages misconduct. Students are encouraged to review the policy at: http://www.guelphhumber.ca/downloads/GH_Academic_Regulations_2002-2003.pdf

 Grading Procedures

 Feedback to students on work completed or in progress is an integral part of teaching and learning in that it allows students to measure their understanding of material and their progress toward achieving learning objectives.  Feedback often goes beyond grading and should be an indication of the standard a student has achieved and should to include comments on the particular strengths and weaknesses of a students performance.  While the nature and frequency of such feedback will vary with the course, the University of Guelph-Humber is committed to providing students with appropriate and timely feedback on their work.  Faculty members are urged to provide meaningful feedback (approximately 20% of the total course evaluation is the standard), prior to the 40th class day. This is the last day that students are permitted to drop classes without incurring any academic penalties.

Missed Final Exams / Deferred Privileges

When students do not write a required final examination, complete a final assignment, or complete a work term report prior to the last class date, they must request Academic Consideration to be considered for a deferred privilege.  When granted, a deferred privilege allows a student the opportunity to complete the final course requirements after the end of the semester, but during established timelines.

 Please note that faculty members do not grant deferred privileges.  Faculty can only grant academic consideration for work that is due during the semester and cannot grant extensions beyond their deadline for submission of final grades.

The nature of the deferred privilege may take the form of either a deferred condition or a deferred examination.  The Admissions and Academic Review Sub-Committee grants deferred privileges on the basis of medical, psychological or compassionate consideration. Please see your Admission and Program advisor for details.

Accommodation Procedures

 Students will identify themselves to Services for Students with Disabilities and, where required, provide appropriate documentation of their need. Where appropriate, students will inform individual instructors of their disabilities and academic accommodations required, by distributing the "SSD Memo to Faculty".

When students require test accommodations, they will:

·         Remind instructors at least one week in advance of each test or as soon as possible, that they require test accommodations

·         Book the test date and time in the SSD office or make the appropriate arrangements to write in the Test Centre at least one week in advance of each test, or as soon as possible.

Students with special needs are accommodated through Humber ITAL Services for Students with Disabilities. Students should make themselves familiar with the policies relating to special accommodations by visiting the website at: http://studentservices.humberc.on.ca/ssd/pnp/fac_resp.htm.

It is the student’s responsibility to be familiar with the University’s Academic policies. These policies can be found at http://www.guelphhumber.ca/cstudents/policies/index.shtml

 
   
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