Slide 1Slide 2Slide 3Slide 4Slide 5Slide 6Slide 7Slide 8Slide 9Slide 10Slide 11Slide 12Slide 13Slide 14Slide 15Slide 16Slide 17Slide 18Slide 19Strategic Management SeminarStrategic Management SeminarCalifornia State University, NorthridgeCollege of Business and EconomicsDr. Daniel DegravelDr. Daniel DegravelStrategic ManagementFall 2008Bus 497Class 17637 TR 2pm – 3:15pmClass 17638 TR 3:30pm – 4:45pmAugust to December 2008August 26, 20081Day OutlineDay OutlineI. Professor: introductionII. Course ObjectivesIII. Course Structure and ScheduleIV. EvaluationV. Teaching MethodVI. Work for studentsVII. ContentsVIII. Students: presentation2ProfessorProfessor1- Internal consultant2- Project manager3- Faculty4- External consultantFour perspectivesDaniel Degravel, Ph.D.Daniel Degravel, [email protected]@csun.eduOfce Phone (818) 677-2402Ofce Phone (818) 677-24023ProfessorProfessor1- Internal consultant2- Project managerAdvisor, “Implementor”Study and make recommendationsPreparation of Material for DecisionFollow-up of Solutions Implementation“Constructor”, Pilot and Teamwork AnimatorChange ManagementConstruction of Method, Tool, ProcessFirst Cycle and Preparation of Resources to run it after startCompanyElectricité de FranceGaz de FranceHR Department, Paris, FranceTopics• Strategic Integration of core competences towards individual and collective competences•Link Strategy - HRM• Job Evaluation and Classifcation• Integration of new hired people• HR Performance4ProfessorProfessor3- Faculty4- External consultantProfessor and Communicator Constructor of KnowledgeKnowledge “Tranferor”Knowledge Builder (Searcher)Class and Groups AnimatorSchool USC, Los Angeles, CA., USAPepperdine University, Malibu, CA., USALoyola Marymount University, Los Angeles, CA., USACal Lutheran University, Thousand Oaks, CA., USACSU Northridge, CA., USACSU Pomona, CA., USACSU Fullerton, CA., USAParis Créteil University, FranceParis Dauphine University, FranceTopics•Strategic Management•Change Management•HR ManagementFields of interestResource-Based ApproachesCorporate and Core CompetenciesManagerial and organizational cognition in RBV and strategyConsultantDiagnosis builder as a generalistProblem-solverRecommendation makerSolution implementorMarketSmall-BusinessesPublishing and Advertising industriesGeneral strategic and organizational diagnosis5Course Fundamental ObjectivesCourse Fundamental ObjectivesMake students able to deal with Make students able to deal with strategic topics: understand, build, strategic topics: understand, build, market and implement a strategic planmarket and implement a strategic planBut also…But also…Providing students with knowledge and Providing students with knowledge and experience, allowing them to build for experience, allowing them to build for their future career good Performance their future career good Performance and Behavior as managers…and Behavior as managers…6Course Fundamental ObjectivesCourse Fundamental Objectives2- Strategic 2- Strategic recommendationsrecommendations3- Understanding of key 3- Understanding of key implementationimplementation issues issuesAdditional Objectives:Additional Objectives:-Classic Classic skillsskills for for managersmanagers (group animation, teamwork and (group animation, teamwork and leadership)leadership)-Learn concepts and toolsLearn concepts and tools-Discover business worldDiscover business world71- Identify 1- Identify critical critical issuesissues4- 4- CommunicatingCommunicating8ScheduleSchedule30 Sessions1:15’12 Chapters12 ChaptersDiscussions and exercisesCase study presentation Case study presentation and discussion and discussion 8 case studies presented by one team (one case per team)ExamsExams4 + ?Final Team ProjectFinal Team ProjectEach team studies firm’s R&CDialogue with Dialogue with ProfessorProfessorValidation of proposalsEvaluation of studentsIndividual ReportIndividual Report1-Individual Report about firm’s strategic issue 2-“Stakeholder discussion”ContentsContents1- Strategic Management Overview1- Strategic Management Overview2- Analysis (External and Internal Environments)2- Analysis (External and Internal Environments)3- Corporate-level Strategy3- Corporate-level Strategy4- Business-level Strategy4- Business-level Strategy5- Specifc Strategies: Internationalization, …5- Specifc Strategies: Internationalization, …6- Strategy Implementation (Structure, Control and 6- Strategy Implementation (Structure, Control and HRM)HRM)9Case studiesCase studies10INDUSTRY ANALYSIS1- De Beers2- Coors3- CaterpillarCORPORATE STRATEGYINSIDE THE FIRM7- Core competences at GTE and NECCOMPETITIVE STRATEGY/POSITION4- Cola wars continue5- Airborne Express8- Google, Inc.9- NetflixALLIANCES, NETWORKS and INTERNATIONAL6- Jollibee FoodsEvaluationEvaluationParticipation (Individual) 20%Individual Report + Stakeholder discussion 20% Exams (Individual) 20 %Case study (Presenting Team) 15%Final Team Business Project (Team) 25%Total 100%11EvaluationEvaluationSeveral criteria that apply to the different types of exercises:Substance and pertinenceSubstance and pertinenceClarityClarityRelevance to topicRelevance to topicQuality of oral presentationQuality of oral presentationProportion and cohesionProportion and cohesionPrecisionPrecisionHelp for practical workHelp for practical workGeneration of discussionGeneration of discussionOriginalityOriginality12Teaching MethodTeaching Method13ChaptersClass DiscussionNot totality of chapter but specific parts or questionsIllustration on companiesLarge contribution from studentsCase studies1- A “Presenting team” discusses case in front-of the class (15 mn)2- Global discussion and challenging with whole classPresenting team has provided Instructor with their slidesInstructor guides discussion if necessary and adds materialHot TopicStakeholders’ discussionEach team discusses some strategic topics, faking a “stakeholders’ occasion”Reports1- Individual Report (short report): Strategic issue of an organization (2p.) + Stakeholder discussion2- Final Team Project (large report): R&C study and short Pwpt presentation at the end of semester (10p.)ExamsFirm Z, Inc.1- Personal Preparation1- Personal Preparation2- Quality of oral and written contributions2- Quality of oral and written contributions3- Active and permanent involvement in 3- Active and permanent involvement in the classthe class4-