FIRST: BASIC INFORMATION College College : Faculty of Business Department : Business Administration Course Course Title Course Code : 50519711 Credit Hours : 3 Prerequisite Instructor COURSE PLAN Strategic Management for Human Resource Student Name Dr. Eshaq Al Shaar Office No. : Tel (Ext) : E-mail I.Shaar@bau.edu.jo Office Hours : 11:30-12:30 Monday and Wednesday 11-1 Sunday, Tuesday and Thursday Class Times Building Day Start Time End Time Room No. Business Monday 5pm 8pm administration department Text Book Title: David Fred R., Strategic Management (Concepts and Cases), Pearson, 2017. References Wheelen and Hunger, Concepts in Strategic Management and Business Policy, 14th, Prentice Hall 2015. Johnson and Scholes, Exploring Corporate Strategy(Text and Cases), Prentice Hall, 2010. SECOND: PROFESSIONAL INFORMATION
COURSE DESCRIPTION The emergence of the New Economy revives the need for strategic management to accomplish effective and competitive outcomes for the organization and making the firms more proactive and reactive towards their turbulent environments. The course aims to clarify the stages of strategic management: strategy formulation, strategy implementation, and strategy evaluation and improve the student's capability to develop vision, mission, identify opportunities and threats, generate alternative strategies, choose particular strategies to pursue, implement specific strategies, and evaluate it. This course is devoted to providing you with the tools necessary to be a good strategist. COURSE OBJECTIVES Students completing this class should be able to Describe the strategic-management process Describe the nature and role of vision and mission statements in strategic management Discuss major external forces that affect organizations: economic, social, cultural, demographic, environmental, political, governmental, legal, technological, and competitive. Identify the basic functions or activities that make up management, marketing, finance/ accounting, production/operations, research and development, and management information systems. Discuss the value of establishing long-term objectives. Identify types of business strategies. Discuss Porter s five generic strategies. Describe a three-stage framework for choosing among alternative strategies. Discuss the importance of annual objectives and policies in achieving organizational commitment for strategies to be implemented. Discuss the nature and role of research and development in strategy implementation. Describe a practical framework for evaluating strategies. Explain the advantages and disadvantages of entering global markets.
COURSE LEARNING OUTCOMES {Write course learning outcomes here } 1) Knowledge and Understanding - Explain the need for integrating analysis and intuition in strategic management. - Describe how to conduct an external strategic-management audit. - Discuss why the process of developing a mission statement is as important as the resulting document. - 2) Professional Skills - Develop an Internal Factor Evaluation (IFE) Matrix. - Develop a SWOT Matrix, SPACE Matrix, BCG Matrix, IE Matrix, and QSPM - Develop an EFE Matrix. - Write good vision and mission statements. 3) Competences (Transferable skill and attributes) - Identify numerous examples of organizations pursuing different types of strategies. - This course will offer for students competence opportunities after graduation to work with experts in the field of strategic management. COURSE SYLLABUS Week Course Topic Week 1 Overview of Strategic Management Strategic Management definition Key terms in Strategic Management The Strategic Management model Benefits of Strategic Management Why some firms do no Strategic Management Pitfalls in Strategic Planning Guidelines for effective Strategic Management Week 2 Strategy Formulation The business vision and mission Benefits of vision and mission statements Characteristics of a mission statement Writing and evaluation mission Notes
statements Week 3 The External Assessment The nature of an external audit The industrial organization view Economic forces Social, Cultural, Demographic, and Natural environment Forces Political, Governmental, and Legal Forces Technological Forces Competitive Forces Porter's Five-forces Model Sources of external information Forecasting tools and techniques Week 4 The Internal Assessment The nature of an internal audit The resource based view Integrating strategy and culture Management, Marketing, Finance/Accounting, Production/Operations, Research and Development and Management information systems Value Chain Analysis The Internal Factor Evaluation Matrix Week 5 Strategies in Action Week 6 Long-term objectives The Balanced Scorecard Types of strategies: Integration Strategies, Intensive Strategies, Diversification Strategies, Defensive Strategies Michael Porter's Five Generic Strategies Means for achieving strategies Strategic Management in nonprofit and governmental organizations Strategic Management in small firms
Week 7 Strategy Analysis and Choice The nature of strategy analysis and choice A comprehensive strategyformulation framework The input stage The matching stage The decision stage Cultural aspects of strategy choice The politics of strategy choice Governance issues Week 8 Midterm Exam Week 9 Strategy Implementation Week 10 (Implementing Strategies: Management and Operations Issues) The nature of strategy implementation Annual objectives Policies Resource allocation Management conflict Matching structure with strategy Restructuring and Reengineering Linking performance and pay to strategies Managing resistance to change Creating a strategy-supportive culture Production/Operations concerns when implementing strategies Human resource concerns when implementing strategies Midterm Exam Week 11 Strategy Implementation (Implementing Strategies: Marketing, Finance/Accounting, R&D, and MIS Issues) Current Marketing Issues
Market Segmentation Product Positioning Finance/Accounting Issues Research and Development Issues Management Information Systems Issues Week 12 Strategy Evaluation A Strategy Evaluation Framework The Balanced Scorecard Published Sources of Strategy Evaluation Information Characteristics of an Effective Evaluation System Contingency Planning Auditing Twenty-First Century Challenges in Strategic Management Week 13 Global/International Issues Multinational Organizations Advantages and Disadvantages of International Operations The Global Challenge Corporate Tax Rates Globally United States versus Foreign Business Cultures Communication Differences Across Countries Business Culture Across Countries Business Climate Across Countries/Continents Week 14 Cases Analysis Week 15 Week 16 Final Exam Final Exam COURSE LEARNING RESOURCES Lectures Discussion Assignment Case study
ONLINE RESOURCES ASSESSMANT TOOLS ASSESSMENT TOOLS % Activities 20 Mid Exam 40 Final Exam 40 TOTAL MARKS 100 THIRD: COURSE RULES ATTENDANCE RULES Attendance and participation are extremely important, and the usual University rules will apply. AGendance will be recorded for each class. Absence of 10% will result in a first wrigen warning. Absence of 15% of the course will result in a second warning. Absence of 20% or more will result in forfeijng the course and the student will not be permitted to attend the final examination. Should a student encounter any special circumstances (i.e. medical or personal), he/she is encouraged to discuss this with the instructor and written proof will be required to delete any absences from his/her attendance records. GRADING SYSTEM Example: Points Grade 4 A 3.75 A- 3.5 B+ 3 B 2.75 B- 2.5 C+ 2 C 1.75 C- 1.5 D+ 1 D 0.75 D- 0.5 F
REMARKS - Makeup exams will be administered only with an official excused absence (accepted by the department and faculty administration), within 48 hours of the scheduled exam time. - Makeup exams will be different from regular exams in content and format. - Academic Integrity. Academic misconduct, a violation of BAU academic-integrity system, involves any of the following: cheating, fabrications, falsification, multiple submission, plagiarism, and complicity. - Attendance Policy. Lecture attendance is mandatory. Absence from lectures shall not exceed 15% of the total module hours. Students who exceed the 15% limits without a medical or emergency excuse acceptable by the department and faculty administration shall receive a mark of zero. INSTRUCTOR S REVIEW Course Name: Strategic Management for Human Resource Student: 50519711 Instructor Name: Dr. Eshaq Alshaar A. Appropriateness of the course learning outcomes. The accredited book was selected carefully to fit the course learning outcomes in cooperation with the course Instructors. Furthermore, the course chapters were selected to match each learning outcome. B. Extent to which the syllabus was covered. (Mention the reasons if the syllabus was not fully covered) The course syllabus was covered completely as shown in form one (time table). C. Extent to which learning outcomes were met (with evidence). 1. Knowledge and Understanding: Exam quesjons were designed to cover the learning outcomes and to measure students knowledge and understanding of the course contents. 2. Professional Skills: Students were directed to register in some related websites and to use the available applications that match the course content. 3. Competences (Transferable skill and agributes): students were formed into discussion and brainstorming groups in order to spotlight the problems and obstacles of using specific ERP technologies. Furthermore, students were encouraged to suggest and innovate practical solutions. Learning outcomes Tests Projects & group discussion Explain the need for integrating analysis and intuition in strategic management. Oral Tests * * * * Midterm Exam Final Term Exam
Describe how to conduct an external strategic-management audit. Discuss why the process of developing a mission statement is as important as the resulting document. Develop an Internal Factor Evaluation (IFE) Matrix. Develop a SWOT Matrix, SPACE Matrix, BCG Matrix, IE Matrix, and QSPM * * * * * * * * * * * * * * * * Develop an EFE Matrix. * * * * Write good vision and mission statements. Identify numerous examples of organizations pursuing different types of strategies. This course will offer for students competence opportunities after graduation to work with experts in the field of strategic management. * * * * * * * * * 4. Appropriateness of textbooks and other Learning resources. The adopted textbook and learning resources were appropriate for teaching. 5. Appropriateness of assessments instruments in relation to learning outcomes. There was a high weight for the essay exams marks (90 marks) in comparison with other assessment instruments such as projects, discussion and brainstorming groups (which comprise only 10 marks). 6. Appropriateness of prerequisites. The prerequisite courses appropriately covered the needed concepts for understanding the enterprise resource planning systems course. 7. General comments on any problems encountered with the course. The unavailability of data show device in the classroom. The unavailability of PCs and Internet connection in the classroom.
8. General comments about course development. This course must be taught in a modern and fully equipped classroom that contains PCs and Internet connection to give more practical, participatory and online sessions. Allocate more weight (marks) to projects, discussion and brainstorming groups which really enhances the student s professional skills and competencies. Final exam Al Balqa a Applied University Faculty of Business Subject Name: strategic Management Instructor: Eshaq Alshaar Date: 8/1/2018 Q1.(10m) A. Describe each of the activities that comprise strategy evaluation. B. Discuss some of the reasons why strategy evaluation is becoming increasingly difficult with the passage of time. Q2(10 m) Discuss at least five potential advantages & potential disadvantages to initiating, continuing, and/or expanding international operations Q3. (10m) Discuss Michael Porter's five generic strategies. Q4.(10 m) A- The implementing chapter says strategy formulation focuses on effectiveness, whereas strategy implementation focuses on efficiency. Which is more important, effectiveness, or efficiency? Give an example of each concept. A. What are the three commonly used strategies or approaches for implementing changes in an organization? Give an advantage and/or disadvantage for each type of approach.
typical answer Q1 A. Describe each of the activities that comprise strategy evaluation. Answer: The activities that comprise strategy evaluation are: 1) reviewing bases of an organization's strategy; 2) measuring organizational performance; and 3) taking corrective actions. Step 1 can be achieved by developing a revised EFE Matrix and IFE Matrix. External opportunities and threats and internal strengths and weaknesses that represent the bases of current strategies should continually be monitored for change. Step 2 includes comparing expected results to actual results, investigating deviations from plans, evaluating individual performance, and examining progress being made toward meeting stated objectives. Criteria for evaluating strategies should be measurable and easily verifiable. Step 3 requires making changes to competitively reposition a firm for the future. Examples of such action are altering a firm's structure, selling a division, or revising a business mission. Taking corrective actions does not necessarily mean that existing strategies will be abandoned or even that new strategies must be formulated. Q1. B-Discuss some of the reasons why strategy evaluation is becoming increasingly difficult with the passage of time. Possible answers include: Domestic and world economies were more stable in years past; product life cycles were longer; product development cycles were longer; technological advancement was slower; change occurred less frequently; there were fewer competitors; foreign companies were weak; and there were more regulated industries. Other reasons include the following trends: 1) A dramatic increase in the environment's complexity; 2) The increasing difficulty of predicting the future with accuracy; 3) The increasing number of variables; 4) The rapid rate of obsolescence of even the best plans; 5) The increase in the number of both domestic and world events affecting organizations; and 6) The decreasing time span for which planning can be done with any degree of certainty. Q2. Discuss at least five potential advantages & potential disadvantages to initiating, continuing, and/or expanding international operations They include: 1) Firms can gain new customers for their products. 2) Foreign operations can absorb excess capacity, reduce unit costs, and spread economic risks over a wider number of markets. 3) Foreign operations can allow firms to establish low-cost production facilities in locations close to raw materials and/or cheap labor. 4) Competitors in foreign markets may not exist, or competition may be less intense than in domestic markets. 5) Foreign operations may result in reduced tariffs, lower taxes, and favorable political treatment. 6) Joint ventures can enable firms to learn the technology, culture, and business practices of other people and to make contacts with potential customers, suppliers, creditors, and distributors in foreign countries. 7) Economies of scale can be achieved from operation in global rather than solely domestic markets. Larger-scale production and better efficiencies allow higher sales volumes and lowerprice offerings. 8) A firm's power and prestige in domestic markets may be significantly
enhanced if the firm competes globally, which can translate into improved negotiating power among creditors, distributors, suppliers, etc. They include: 1) Foreign operations could be seized by nationalistic factions. 2) Firms confront different and often little-understood social, cultural, demographic, environmental, political, governmental, legal, technological, economic, and competitive forces when doing business internationally. This can make communication in the firm difficult. 3) Weaknesses of competitors in foreign lands are often overestimated, and strengths are often underestimated. Keeping informed about the number and nature of competitors is more difficult when doing business internationally. 4) Language, culture, and value systems differ among countries, which can create barriers to communication and problems managing people. 5) Gaining an understanding of regional organizations is difficult but is often required in doing business internationally. 6) Dealing with two or more monetary systems can complicate international business operations. Q3. (10m) Discuss Michael Porter's five generic strategies. According to Porter, strategies allow organizations to gain competitive advantage from three different bases: cost leadership, differentiation, and focus. Porter calls these bases generic strategies. Cost leadership emphasizes producing standardized products at a very low per-unit cost for consumers who are price-sensitive. Two alternative types of cost leadership strategies can be defined. Type 1 is a low-cost strategy that offers products or services to a wide range of customers at the lowest price available on the market. Type 2 is a best-value strategy that offers products or services to a wide range of customers at the best price-value available on the market. The best value strategy aims to offer customers a range of products or services at the lowest price available compared to a rival's products with similar attributes. Differentiation is a strategy aimed at producing products and services considered unique industrywide and directed at consumers who are relatively price-insensitive. A low-cost focus strategy offers products or services to a small range of customers at the lowest price available on the market. A best-value focus strategy offers products or services to a small range of customers at the best price-value available on the market. Q4. A- The implementing chapter says strategy formulation focuses on effectiveness, whereas strategy implementation focuses on efficiency. Which is more important, effectiveness, or efficiency? Give an example of each concept. Student opinions on the importance of effectiveness and efficiency will vary and certainly both are important for successful strategic planning. Effectiveness is associated more with strategy formulation, i.e. doing the right things which means having an excellent game plan or strategic plan. Efficiency is
associated more with strategy implementation. Efficiency means finding the best means to accomplish something. Because strategy implementation is usually more difficult to accomplish than formulation, some students may feel that efficiency is more important. Recall that Vince Lombardi once said the best game plan in the world never tackled or blocked anybody. However, the author actually feels that effectiveness may well be more important than efficiency because it is essential to be on the right track, or digging in the right spot. Otherwise even the hardest working employees likely would be unsuccessful. Formulation (effectiveness) decisions such as to acquire a firm equal in size to your firm can make or break the firm. Example Final exam Excellence student 36 Average student 28 A wake student 25 Excellence student
Average student
A wake student
COURSE COORDINATOR Course Coordinator: Dr. Esshaq Alshaar Signature: Date: Department Head: Signature: Date: