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MGMT 425 Integrated Strategic Management

Students are expected to apply the skills learned in their marketing, accounting, mathematics, finance and economics classes to business cases in strategic management. A computer based simulation enables students to integrate their learning on various aspects of strategic management. The seminar component of strategic management, also included in this course, focuses on applications of strategic management in modern business organizations. It discusses various practices used by managers to plan, develop and apply business strategies to achieve organizational goals, effectively and efficiently. Beginning from discussing 'pros' and 'cons' of having strategy, it covers several approaches of strategy formulation, based on opinions of leading schools of thought in the field of management. Best practices are discussed in context of strategic management, and students are expected to discuss and apply the skills learned in their business courses (especially the 'Strategic Management' course), as individuals and team players. It encourages students to apply their specific skills to in-depth studies of strategic management, and analyze relevant issues in open-ended real-world cases.

 

Credits: 1

 

Hours: 15 (Seminars/Tutorials: 1)

 

Total Weeks: 15

 

Prerequisites:
Enrollment in the Post-Degree Diploma in Business Management or a combination of relevant education and experience in Business Management as determined by the Instructor

 

Non-Course Prerequisites:
None

 

Co-Requisites:
MGMT 225 Strategic Management

 

Course Content:
- Overview of Strategy, and the ‘pros’ and ‘cons’ of having a strategy
- The Design School: Strategy formation as a process of conception
- The Planning School: Strategy Formation as a Formal Process
- The Positioning school: Strategy formation as an analytical process
- The Entrepreneurial school: Strategy formation as a visionary process
- The Cognitive school: Strategy formation as a mental process
- The Learning school: Strategy formation as an emergent process
- The Power school: Strategy formation as a process of negotiation
- The Cultural school: Strategy formation as a collective process
- The Environmental School: Strategy Formation as a Reactive Process
- The Configuration School: Strategy Formation as a Process of Transformation
- Approximately 5 case studies will be included and integrated in the above mentioned content, depending upon Instructor's decision and choice, as per latest developments in the field of strategic management. The cases which are being recommended (from Ivey School of Business's database of business case studies) for the academic year 2013-2014 include:
- Note on Case Analysis & Note on Report Writing (for general guidelines regarding business case studies)
- The Global Oil and Gas Industry- 2010, Inkpen, Andrew
- The Five Competitive Forces that shape Strategy, Porter, Michael E
- Research in Motion- Blackberry Blackout (A), Jana Seijts & Paul Bigus
- Pepsi Canada: The Pepsi Refresh Project, Matthew Thomson & Ken Mark
- Canada Goose: The South Korea Opportunity, June Cotte & Jesse Silvertown

 

Learning Outcomes:
Upon successful completion of this course, students will be able to:
- Describe the practical role of strategic management and its applications in organizations
- Explain the importance of strategy formation as a conception
- Demonstrate the ability to plan and develop managerial strategies as a formal process
- Analyze strategy development as a visionary, mental and emergent process
- Practice strategic management in diverse multicultural environments as team members
- Apply in depth strategic management analysis to a wide range of business organizations
- Integrate theoretical knowledge of strategic management with practical marketplace case studies and applications

 

Grading System:  Letters

 

Passing Grade: D (50%)

 

Percentage of Individual Work: 40

 

Percentage of Group Work: 60

 

Additional Course Comments:
Assignments are mandatory and must be submitted on the specified due date. Work submitted late may lose marks for each day delayed. Exceptions may be made for documented medical reasons or extenuating circumstances. Cheating and plagiarism policy as outlined in the current College Calendar will be enforced

 

Textbooks:
Textbooks are subject to change.  Please contact the bookstore at your local campus for current book lists.

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