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CANADIAN INSTITUTE OF MANAGEMENT

HAMILTON BRANCH

COURSE OUTLINE

M4B - Strategic Analysis

REQUIRED TEXT:   Strategic Management: A Canadian Casebook, (6th Edition)
Crossan, Fry, Killing, Morrison and White
Prentice-Hall (now Pearson),2001 (ISBN-0-13-0661635)

Instructor:    TBA


COURSE DESCRIPTION:

Strategic Analysis exposes students to the issues and concerns of the general manager in modern Canadian business. Through the case study method, students confront problems and opportunities which mirror the challenges faced by top level managers as they make short and long term strategic decisions. The course offers students the opportunity to demonstrate and apply skills developed in their work life and through the C.I.M. program as well as to learn and practice sound strategic analysis typically reserved for the highest reaches of an organization. Cases cover private sector, public sector, large corporations and new start ups.

CLASS ACTIVITY:

Following an intrductory class, each class session is devoted to discussion of a decision situation requiring resolution by key players described in each case. Classroom discussion of cases is the primary learning vehicle. Students are expected to be prepared to discuss and argue the merits of various options available through the case. This means that the case is read, questions addressed and positions taken prior to class meetings. In recognition of this activity, a significant portion of the term grade is assigned to classroom participation. Quality of participation will be weighed more heavily than quantity of participation.

Students can anticipate that on some evenings, two cases will be covered. The profesor reserves the right to substitute cases. Outside speakers will also provide perspective on selected evenings.

OBJECTIVES:

To develop a general managerial point of view.
To learn business policy and strategic decision making models.
To practice general managerial strategic decision making through case analysis and study, class discussion, written assignment and class presentation.

Students will be assessed in the following manner:

Mid-Term Practice Test: 10%
Class Participation:    15%
Term Case and Class Presentation:   15%
Final Exam:   60% (in April)

TOPICAL OUTLINE

The following timetable is for reference only.
Actual course calendar will be distributed at the first class.

Class
Topical Emphasis
Case
1.
 Introduction to the role of general manager.
How it is different at the empyrean		 Lecture (Thinking like a GM) & Video
2.
 Strategic Management. Organizational readiness for growth London Telecom Network
3.
 Environmental Analysis: Risk, attractiveness, key success factors Cola Wars Continue:
Coke vs. Pepsi in the 1990's
4.
 Environmental Analysis: Industry restructuring and upheaval Aikenhead's
5.
 Internal Analysis: Stock expectations vs. managerial preferences Harlequin Enterprises
6.
 Strategy Resource/Capabilities, Social Responsibility Starbucks
7.
 Changing Strategic Change Strategy in the Public Sector London Free Press/Guest Speaker
8.
 Life after constant change? Wellington Insurance
9.
 Student Presentations of Cases Enron, Archimax
10.
 Practice Test  
11.
 Changing Strategic Direction Laidlaw: The resignation of J.R.Bullock
12.
 Taking Stock: So What do we know Behaving like a General Manager & Video
13.
 Review
14.
 Final Exam