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BA 469 - Strategic Management and Business Policy
SUMMER 2007
[Schedule][Course Requirements] [Data Files]
Professor: Manolete V.
Gonzalez, Phd Email: gonzalezm@bus.oregonstate.edu
Office: B 224B
Office hours: MW
1:30-3:00pm
LEARNING OUTCOMES
In the “real
world,” you will encounter positions or roles with responsibilities over the
ultimate success of a significant portion of an organization; as head of a
functional unit like Marketing and Sales or Accounting, a business venture that
is part of a larger company, or a small business, the challenge will be to view
the organization in its totality. Some
of you may already be occupying the role of a “general manager” of an
organization. A classic definition of an
organization is, “a system of consciously coordinated activities or forces of
two or more persons.” Organizations can
be as varied as a business corporation, a fraternity or sorority, the
University student council, and a volunteer organization. As a general manager, you are or will be
faced with decisions that must consider the many parts of an organization,
decisions with long-term consequences.
The objectives of this course are:
1.
to expose you to the general manager’s perspective,
2.
to provide you with strategic management tools and concepts
that can be useful in evaluating the strategic situations confronting your
organization,
3.
to provide experiential opportunities to appreciate the
complexity of a general manager’s position through case discussions.
The tools and
concepts that we will cover in this capstone course fall under the management
discipline usually referred to as Strategic Management and Business
Policy. In terms of learning outcomes,
you must demonstrate that:
1.
you can correctly describe strategic management tools and
concepts and know when these can be used;
2.
with a general manager’s perspective, you can use the
appropriate strategic management tools and concepts to diagnose selected
strategic situations, as described in cases assigned throughout the term;
3.
you can contribute to class and group discussions of these
cases.
Mastery of
these learning outcomes will depend on you.
Your classmates and I can and should help you through the term, but
there is no substitute for your effort.
You will have to do it yourself.
I will provide a roadmap as to how you can master these learning
outcomes, create the conditions and provide situations that will hopefully
facilitate your learning, and establish the methods by which we can determine
whether you have mastered the learning outcomes.
E-mail
Communication: All students registered for business courses have an assigned
e-mail address on the
TEXT
Hill, C. W. L.. & Jones, G. R. 6th ed. Strategic management: An integrated approach. MA: Houghton Mifflin (2004).
COURSE PREREQUISITES
I will assume that all students have senior standing and have taken BA 340, BA 350, BA 352, BA 357, and BA 390. We will draw on your knowledge of concepts in these courses.
LEARNING PROCESS
Lectures. There will be classes where a chapter from
the text will be covered. For these
classes, you are expected to have read the assigned chapter prior to coming
to class. You should also test your
understanding using the study aids contained in the chapters. During class, the content of each chapter
will be explained through lecture, class discussion, and in-class
exercises.
Case
Discussions.
For classes where a case will be discussed, you are expected to read the
assigned case, analyze it, submit a case brief if required, and be prepared to
participate in class discussion.
External
Issues. If time permits, we will discuss selected
topics that general managers have to face through a series of articles. These articles are intended to describe or
illustrate the selected issues that are of strategic importance to business
organizations and to future managers.
These articles will be announced at the appropriate time.