Master Syllabus: MBAI 6611 3
TROY UNIVERSITY
MASTER SYLLABUS
SORRELL COLLEGE OF BUSINESS
MBAI 6611
Global Strategic Management
Prerequisites
Graduate standing, admission into the MBAI degree program and all undergraduate business prerequisite courses or equivalent completed as well as completion of a minimum of the following 18 SH in the MBAI program with a B average or better: MBAI 6655 Managerial Economics for the Global Executive, MBAI 6631Global Financial Management,
MBAI 6691 Financial and Managerial Accounting, MBAI 6640 Data Analysis for International Management, MBAI 6661 Global Strategic Marketing, MBAI 6663 Emerging Markets in a Global Economy, and MBAI 6694 Field Research/International Immersion, or approval of the MBAI program director. Students should be in the last term of their program when completing this course.
Description
This course is the capstone course in the MBAI program. It integrates the skills and knowledge developed in earlier courses and emphasizes case analysis. Formulation and implementation of strategies are stressed. The course includes two program assessments. A grade of “B” or better is required to complete this course successfully. The course may not be transferred into the MBAI program from another institution.
Objectives
On completion of the course, the student should be able to:
1. Describe the strategic-management process, citing appropriate theories and research, specifically including strategy formulation, implementation, and evaluation.
2. Identify and critically evaluate mission statements, strategic objectives, and organization-level strategies.
3. Identify and justify company strengths, weaknesses, opportunities, and threats.
4. List and describe the major competitive challenges facing organizations today.
5. Apply industry competitive analysis and company situational analysis to a manufacturing or service industry case study scenario to craft a strategic plan that optimizes the conditions for sustainable competitive advantage, correctly using quantitative tools, matrices, and models.
6. Apply management, marketing, finance, and information strategies to business objectives in an apt scenario, effectively bridging the gap between theory and practice.
7. Identify and justify country strengths, weaknesses, opportunities, and threats.
8. Identify and evaluate the impact of the domestic market’s national competitive advantage on the firm’s organization-level strategies.
Purpose
Given that a company achieves sustained success if and only if its leadership can proficiently implement an astute, time-strategic game plan for running the company, the purpose of this course is to examine how and why a well conceived and well executed strategy enhances a company’s long-term performance, to integrate the knowledge gained in the core curriculum, and to enable the application of the strategic-management process in actual business settings. It is the MBAI capstone. It adheres closely to the capstone examination preparation guidelines prepared for the MBAI program.
Approved Texts
Textbooks for this course are standardized by major unit (by campus in Alabama, by region in UC, and within TROY eCampus). Instructors are directed to ascertain with their major-unit Department or Program Chairs which of the following materials have been approved for their major unit.
David, F. R. (2005 or current). Strategic management: Concepts and cases (10th ed.). Upper Saddle River, NJ: Prentice Hall.
Harrison, J. S., & St. John, C. H. (2005 or current). Foundations of strategic management (3rd ed.). Mason, OH: Thomson/South-Western.
Thompson, A. A., Strickland, A. J., & Gamble, J. E. (2005 or current). Crafting and executing strategy: The quest for competitive advantage: Concepts and cases [with online content and premium content card] (14th ed.). Boston, MA: McGraw-Hill.
Wheelen, T. L., & Hunger, J. D. (2004 or current). Strategic management and business policy (9th ed.). Upper Saddle River, NJ: Prentice Hall.
Supplements
Bartlett, C. A., & McLean, A. N. (2005 or latest revision). GE’s talent machine: The making of a CEO [Case #9-304-049]. Cambridge, MA: Harvard Business School.
Eisenmann, T., Bakshi, S., Briens, S., & Singh, S. (2005 or latest revision). Google, Inc. [Case #9-804-141]. Cambridge, MA: Harvard Business School.
Ghemawat, P., Bradley, S. P., & Mark, K. (2004 or latest revision). Wal-Mart stores in 2003 [Case #9-704-430]. Cambridge, MA: Harvard Business School.
Thompson, A. A., Stappenbeck, G. J. (2002 or current). Business strategy game player’s package V7.20 [manual, download code sticker, CD] (7th ed.). Boston, MA: McGraw-Hill.
Schwab, K. (Ed.). (2010). The global competitiveness report. Geneva, Switzerland: World Economic Forum. http://www.isc.hbs.edu/econ-natlcomp.htm.
Troy University Faculty Handbook (2010): Section 3.9.2.8 [extract] — essential elements of the syllabus (somewhat modified for space):
1. Course title2. Course number + section
3. Term
4. Instructor
5. Prerequisites
6. Office hours
7. Class days, times / 8. Classroom location
9. Office location + e-mail address
10. Office telephone
11. Course description, objectives
12. Text(s)
13. Other materials / 14. Grading methods, criterion weights, make-up policy, mid-term grade reports
15. Procedure, course requirements / 16. General supports (computer works, writing center)
17. Daily assignments, holidays, add/drop & open dates, dead day, final exam / 18. ADA statement
19. Electronic device statement
20. Additional services, statements
21. Absence policy
22. Incomplete-work policy / 23. Cheating policy
24. Specialization requirements (certification, licensure, teacher competencies)