Strategic Management Seminar - PowerPoint PPT Presentation

may 2008 to july 2008 n.
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Strategic Management Seminar

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  1. May 2008 to July 2008 1 Strategic Management Seminar California State University, Northridge College of Business and Economics Dr. Daniel Degravel Strategic Management Summer 2008 Bus 497 Class 11140 MW 6:00 – 9:45pm S.2 Class 10638 TR 6:00 – 9:45pm S.3 May to August 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 Approaches Corporate and Core Competencies Managerial and organizational cognition in RBV and 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… Providing students with knowledge and experience, allowing them to build for their future career good Performance and Behavior as managers…

  7. 7 Course Fundamental Objectives 1- Identify critical issues 2- and 4- From variety of functional areas 3- Strategic recommendations 6- Communicating 5- Understanding of key implementation issues • Additional Objectives: • Classic skills for managers (group animation, teamwork and leadership) • Learn concepts and tools • Discover business world

  8. 8 Schedule 6 Chapters Discussions and exercises Individual Report 1-Individual Report about strategy 2-“Stakeholder discussion” Case study presentation and discussion 8 case studies related to a topic: One Presenting team per case 12 Sessions 3:30 Exams 4 + ? Dialogue with Professor Validation of proposals Evaluation of students Final Team Project Each team studies firm’s R&C

  9. 9 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)

  10. 10 Contents 1- Strategic Management Overview 2- Analysis (External and Internal Environments) 3- Corporate-level Strategy 4- Business-level Strategy 5- Specific Strategies: Internationalization, … 6- Strategy Implementation (Structure, Control and HRM)

  11. 11 Case studies INDUSTRY ANALYSIS 1- De Beers 2- Coors 3- Caterpillar CORPORATE STRATEGY COMPETITIVE STRATEGY/POSITION 4- Cola wars continue 5- Airborne Express 8- Google, Inc. 9- Netflix ALLIANCES, NETWORKS and INTERNATIONAL 6- Jollibee Foods INSIDE THE FIRM 7- Core competences at GTE and NEC

  12. 12 Evaluation Participation (Individual) 20% Individual Report and STo discussion20% Exams (Individual) 20 % Case study (Presenting Team) 15% Final Team Business Project (Team) 25% Total 100%

  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 Not totality of chapter but specific parts or questions Illustration on companies Large contribution from students 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 Hot Topic Stakeholders’ discussion Each team discusses some strategic topics, faking a “stakeholders’ occasion” Firm Z, Inc. Reports Exams 1- Individual Report (short report): Strategy of organization + Sto discussion (2 pages) 2- Final Team Project (large report): R&C study and short powerpoint presentation at the end of semester (10 pages)

  15. 15 Students’ contribution 1- Personal Preparation 2- Quality of oral and written contributions 3- Active and permanent involvement in the class 4- Contact and feed-back with Instructor, interaction within teams and other classmates, performance of teamwork

  16. 16 Contents • 1- Strategic Management. Competitiveness and Globalization: Concepts • Michael A. Hitt, R. Duane Ireland and Robert E. Hoskisson, Thomson South-Western, Mason, Ohio, 2007, 431p., 7e Ed. • ISBN 0-324-40536-7 • 2- Set of HBS case studies • 3- Regular readings of Business Magazines: • Business Week • LA Times Business • Fortune • Barron’s • Wall Street Journal • Forbes 4- Professor’s website www.csun.edu/~degravel

  17. Finally… 17 Bad and Good News 1- Confusion at the beginning, huge amount of material and information 2- Pretty much quickly, the puzzle emerges and starts to make sense Some confusion is normal at the beginning

  18. 18 Students: Introduction Education Professional Experience / Position / Current Organization « Contacts » with Strategy Career orientation Specific Expectations for the Course

  19. Strategy? 19 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