May 2008 to July 2008 1 Strategic Management

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: 45 pm S. 2 Class 10638 TR 6: 00 – 9: 45 pm S. 3 May to August 2008

2 Day Outline I. Professor: introduction II. Course Objectives III. Course Structure and Schedule IV. Evaluation V. Teaching Method VI. Work for students VII. Contents VIII. Students: presentation

3 Professor el, Ph. D. Daniel Degravel, daniel. degravel@csun. edu Office Phone (818) 677 -2402 1 - Internal consultant 3 - Faculty Four perspectives 2 - Project manager 4 - External consultant

4 1 - Internal consultant Professor Advisor, “Implementor” Study and make recommendations Preparation of Material for Decision Follow-up of Solutions Implementation Company Electricité de France Gaz de France HR Department, Paris, France Topics • Strategic Integration of core 2 - Project manager competences towards individual and collective competences • Link Strategy - HRM • Job Evaluation and Classification • Integration of new hired people • HR Performance “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 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 Professor and Communicator Constructor of Knowledge “Tranferor” Knowledge Builder (Searcher) Class and Groups Animator 3 - Faculty Topics • Strategic Management • Change Management • HR Management Fields of interest Resource-Based Approaches Corporate and Core Competencies Managerial and organizational cognition in RBV and strategy Market Small-Businesses Publishing and Advertising industries General strategic and organizational diagnosis Consultant Diagnosis builder as a generalist Problem-solver Recommendation maker Solution implementor 4 - External consultant

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

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

9 Contents Context and Environment of the Organization I Implementation D A Definition Analysis Define Strategic Management and the way it works (actors and processes) Understand the external and internal environment as determinants of your strategic choice Put your strategic orientations and decisions into the real life of the Organization D Design Choose your strategy and define it precisely, founding it on the outcomes of the Analytical step

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

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

13 Evaluation Several criteria that apply to the different types of exercises: üSubstance and pertinence üClarity üRelevance to topic üQuality of oral presentation üProportion and cohesion üPrecision üHelp for practical work üGeneration of discussion üOriginality

14 Chapters Teaching Method Class Discussion Not totality of chapter but specific parts or questions Illustration on companies Large contribution from students Hot Topic Case studies 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 Stakeholders’ discussion Each team discusses some strategic topics, faking a “stakeholders’ occasion” Reports 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) Firm Z, Inc. Exams

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 Contents 1 - Strategic Management. Competitiveness and Globalization: Concepts Michael A. Hitt, R. Duane Ireland Robert E. Hoskisson, Thomson South-Western, Mason, Ohio, 2007, 431 p. , 7 e 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… 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 Students: Introduction I. Education II. Professional Experience / Position / Current Organization III. « Contacts » with Strategy IV. Career orientation V. Specific Expectations for the Course

19 Strategy? 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