pontificia universidad católica del ecuador facultad de comunicación

PONTIFICIA UNIVERSIDAD CATÓLICA DEL ECUADOR
FACULTAD DE COMUNICACIÓN, LINGÜÍSTICA Y LITERATURA
ESCUELA DE LEAI
PROGRAMA DE ESTUDIO:
Asignatura:
Código:
Profesor:
Semestre:
Créditos:
Nivel:
Paralelo:
ADMINISTRACION SUPERIOR
10122
Alfonso Dávila Grijalva, Ph.D.
I semestre (septiembre-enero) 2007-2008
3
Quinto
1y2
DESCRIPCIÓN DE LA MATERIA (EN ESPAÑOL):
Este curso tiene como objetivo preparar al estudiante para manejar las organizaciones con una visión
global integradora que le da la filosofía de la Administración Estratégica. Esta visión le permitirá mejorar
los niveles de competitividad y eficiencia así como estar acorde con las herramientas modernas de la
administración, a fin de alcanzar niveles de competencia internacional.
El programa presenta una visión de las nuevas estrategias administrativas y su aplicación en el
desarrollo de capacidades gerenciales en las organizaciones modernas, por ello incluye el tratamiento de
temas que incentivan la formación de líderes así como el manejo de las organizaciones en todas sus
áreas de aplicación.
Como método básico de aprendizaje se utilizarán el estudio de casos en todas las unidades del
programa, en los cuales el estudiante tendrá la oportunidad de aplicar estrategias alternativas y discutir
sus efectos en clase con sus compañeros y la asistencia del instructor.
GENERAL LEARNING GOAL:
The general learning goal of this course is to conduct the student toward a complete understanding of
Strategic Advanced Management and his/her development of competencies of a orientated business
customer vision and Marketing forces driven. Using case studies, case histories and thought-provoking
questions is a valuable resource for all those involved in this capital area.
SPECIFIC LEARNING GOALS:
1. Through dialog students will obtain a complete comprehension of management principles and
strategic planning.
2. From real and successful plans students will learn to design step by step each strategic function: set
objectives, give and accept instructions, train followers, solve conflicts and negotiate.
3. Practice and apply principles, competencies and functions to real cases to develop critical thinking.
4. Acquire command of strategic planning competencies, mainly:
SWOT analysis, market segmentation, positioning, pricing,
customer relations, value satisfaction, product strategy,
Management of distribution and supply chains, integrated
Marketing communications.
1
CONTENTS:
INTRODUCTION
• How to analyze a business case. Guidelines for preparing a Case Analyses.
• Making an Oral Presentation
• Fifty Tips for Success in Case Analysis.
• The Mastering Strategy Environment
3.1
THE NATURE OF STRATEGIC MANAGEMENT
•
•
•
•
•
•
What is Strategic Management? Key Terms in Strategic Management
The Strategic-Management Model
Guidelines for Effective Strategic Management
What is Strategic Management? Key Terms in Strategic Management
The Nature of Global Competition
Cohesion Case: American Airlines-2002
3.3 THE BUSINESS MISSION
• What do we want to become?
• What is our business?
• Components of a Mission Statement
• Writing and evaluating Mission Statements
• Experiential Exercise.
3.4 THE EXTERNAL ASSESSMENT
• The Nature of an External Audit
• Economic Forces: Social, Cultural, Demographic and Environmental Forces.
• Technological Forces.
• Competitive Forces: Porter’s Five-Forces Model. The Global Challenge.
3.5 THE INTERNAL ASSESSMENT
• The Nature of an Internal Audit
• Integrating Strategy and Culture
• Marketing Management: Opportunity Analysis
• Finance/Accounting, Operations, Research and Development, MIS.
• The Internal Factor Evaluation (IFE)
• Experiential Exercise: Constructing an IFE Matrix for My University.
3.6 STRATEGIES IN ACTION
• Long Term Objectives. Balanced Scorecard as a Strategic Management System
• Types of Strategies: Integration Strategies, Intensive Strategies, Diversification Strategies,
Defensive Strategies.
• Michael Porter’s Generic Strategies
• Means for Achieving Strategies, Joint Venture, Merger, Acquisition.
• Strategic Management for Nonprofit and Governmental Organizations Strategic Management
for Nonprofit and Governmental Organizations
• Strategic Management in Small Firms
• Experiential Exercise: Lessons in Doing Business Globally.
2
3.7 THE NATURE OF STRATEGY ANALYSIS AND
CHOICE
• A Comprehensive Strategy Formulation
• The Input Stage, the Matching Stage, the Decision Stage.
• Cultural Aspects of Strategy Choice
• The Politics of Strategy Choice
• The role of a Board of Directors
• Experiential Exercise: Developing a TOWS Matrix for a Local Company Facing International
Challenges.
3.8 IMPLEMENTING STRATEGIES: MANAGEMENT
ISSUES
• The Nature of Strategy Implementation. Annual Objectives
• Policies.
• Resource Allocation
• Managing Conflict
• Matching Structure with Strategy
• Restructuring, Reengineering and E-Engineering
• Linking Performance and Pay to Strategies.
• Managing Resistance to Change
• Managing the Natural Environment
• Creating a Strategy-Supportive Culture
• Human Resources Concerns When Implementing Strategies
• Experiential Exercise: Understanding the Culture of an International Organization, like United
Nations, OAS etc.
3.9 IMPLEMENTING STRATEGIES: MARKETING, FINANCES, R&D, TOTAL QUALITY, MIS
ISSUES
•
•
•
•
•
•
•
•
Marketing Issues
Total Quality Management.
Competitive Benchmarking: A Technique Utilized by Xerox Corporation.
Finance/Accounting Issues
Research and Development Issues
Management Information Systems
International Organization for Standardization
Experiential Exercise: Building Strategies to Compete in the European Union.
3.10 STRATEGY REVIEW, EVALUATION AND CONTROL
•
•
•
•
•
•
A Strategy Evaluation Framework
Sources of Strategy Evaluation Information
Characteristics of an Effective Evaluation System.
Contingency Planning
Auditing
Experiential Exercise: Preparing a Strategy-Evaluation Report for American Airlines (AMR).
TABLE OF CONTENTS AND CALENDAR:
Date
Activity/Contents
3
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
3–7
septiembre
10 – 14
septiembre
17 - 21
septiembre
24 - 28
septiembre
1-5
octubre
8-12
octubre
15 - 19
octubre
22 – 26
octubre
29 octubre 02
noviembre
5-9
noviembre
12 - 16
noviembre
19 - 23
noviembre
26 - 30
noviembre
3-7
diciembre
10 - 14
diciembre
17 - 21
diciembre
2-4
enero
7 - 11
enero 2008
14 - 18
enero 2008
How to analyze a business case
Guidelines for Effective Strategic Management
Business Mission
The external assessment
PRIMER PARCIAL
The internal assessment
Strategies in action (I)
Strategies in action (II)
The nature of Strategic Analysis
SEGUNDO PARCIAL
Strategic Analysis and Choice
Implementing Strategies
Implementing Strategies: management issues
Implementing Strategies: Marketing
TERCER PARCIAL
Implementing Strategies: Finances. R&D
A Strategy Evaluation Framework
A Strategy Evaluation Framework
EXÁMENES FINALES
Inicio de clases: 3 de septiembre de 2007
Fin de clases: 11 de enero de 2008
Exámenes finales: 14 al 18 de enero/2008
Días festivos: 9 de octubre, 2 noviembre, 6 de diciembre, del 24 de diciembre al 1 de enero de 2008.
METHODOLOGY:
Use of textbook is a must for everybody. Students will receive their textbook the very first day of class
including key supplements like CD and website for homework and projects. Student should read each
chapter in advance, before classes and should prepare homework assignments: reading, tests, internet
exercises and case discussion. Cases will be solved in teams, where each member will assume the role of
an executive specialized in a functional area like Finances, Marketing, Production, Human Resources, or
General Management. Each team will present end results that might be reached.
4
Each class period will have one of these three sections: lecture, critical thinking questions, and case
discussion. As a final test, each team will develop a business plan for a company that competes with other
enterprises in the international market. During last week, each team will present in class their reports of
final results of each area and expected total profit.
EVALUATIONS:
Sections “Reading for Comprehension” and linking concepts to “Practice” and “Case applications”, will
count for ten points each.
Final test will count for 20 points. 10 points will be assigned to total final results of the enterprise and 10
points for individual performance.
Every work will be evaluated according to presentation quality, clear thinking and communication, scientific
contents and ability of student to propose or find creative solutions for each concrete problem.
Significant contributions to the class will be recognized with one or more “stars”. “Black holes” for failures
in your homework will count as -3 points. Grades will be assigned by your teacher at the end of each task.
For late papers a 20% discount will be applied. For other regulations check college calendar and agenda.
CRITERIA
Self-Assessment Exercises
End-of-chapter cases
Application Exercise
GRADE/PERCENTAGE
40%
20%
40%
TESTING DATES:
(De acuerdo al Reglamento General de la PUCE, las notas deben ser entregadas a Secretaría
máximo siete días laborables después de la fecha indicada. Cabe señalar que la última fecha del
semestre para tomar pruebas parciales es el 29 de enero del 2007).
Primer parcial
Segundo parcial
Tercer parcial
Examen final
10 pts. Octubre 16
10 pts. Noviembre 27
10 pts. Enero 8
20 pts. (puede consistir en 2 notas de 10pts.)
EVALUACIONES:
Entrega de Notas
Primer parcial
Segundo parcial
Tercer parcial
Examen final
10 Pts.
10 Pts.
10 Pts.
20 Pts.
12 de octubre
16 de noviembre
21 de diciembre
25 de enero
BIBLIOGRAPHY
Required Textbook:
Fred David (2005). Strategic Management, Concepts and Cases. Upper Saddle River, New Jersey:
Prentice Hall Routledge.
This exciting new text examines the nature of competitive strategy and points to the need to adopt new
marketing practices in order to meet the demands of business opportunities in the twenty-first century. By
5
taking a fresh approach to a previously covered subject area, this work will not only be of assistance to
students of Business Administration but also practicing top managers.
Reference: (these references are taken from our school library)
Business Source Premier at the EBSCO virtual library. Every Monday read magazine Líderes published
with El Comercio de Quito. These readings will help you to be updated with local an international business
movement.
Ansoff, H. I. (1994). Comment on Henry Mintzberg's “Rethinking Strategic Planning.” Long Range
Planning, Vol. 27, pp. 31-32
Bennis, W., and Biederman, P. W. (1997). Organizing Genius. Chicago: Addison Wesley.
Copeland, T., Koller, T., and Murrin, J. (2000). Valuation: Measuring and Managing the Value of
Companies. New York: McKinsey and Company.
Drucker, P. F. (1946). The Concept Of The Corporation. New York: The New American Library.
Drucker, P. F. (1954). The Practice of Management. New York: Harper and Row. Drucker, P. F. (1964).
Managing for Results. New York: Harper and Row. Drucker, P. F. (1973). Management: Tasks,
Responsibilities, Practices. New York: Harper and Row.
Drucker, P. F. (1981). The Bored Board. In: Toward the Next Economics and Other Essays. New York:
Harper and Row.
Eisenhower, D. D. (1960). Transcript of “Speech to the Nation, ” January 17, 1961. Public Papers of the
Presidents of the United States, pp. 1035-1040. Washington: Office of the Federal Register, National
Archives and Records Administration.
Hamel, G. (1991). Competition for Competence and Inter-Partner Learning within International Strategic
Alliances. Strategic Management Journal. Vol. 12, pp. 83-103. Hamel, G., Doz, Y. L., and Prahalad, C. K.
(1989). Collaborate with Your Competitors—and Win. Harvard Business Review. Vol. 67, pp. 133-139.
Hamel, G., and Prahalad, C. K. (1989). Strategic Intent. Harvard Business Review, Vol. 67, May-June, pp.
63-76.
Hamel, G., and Prahalad, C. K. (1993). Strategy as Stretch and Leverage. Harvard Business Review, Vol.
71, No. 2, pp. 75-84.
Hamel, G., and Prahalad, C. K. (1994). Competing for the Future: Breakthrough Strategies for Seizing
Control of Your Industry and Creating Markets For Tomorrow. Boston: Harvard Business School Press.
Hill, C. W., and Jones, G. R. (2004). Strategic Management: An Integrated Approach, 6th Edition. Boston:
Houghton-Mifflin.
Hussey, D. E. (1999). Igor Ansoff's Continuing Contribution to Strategic Management. Strategic Change,
November 1999, pp. 375-392.
Kaplan, R. S. (1994). Flexible Budgeting in an Activity-Based Costing Framework. Accounting Horizons,
Vol. 8, No. 2.
Kaplan, R. S., and Norton, D. P. (1993). Putting the Balanced Scorecard to Work. Harvard Business
Review, September-October, pp. 134-147.
Kaplan, R. S., and Norton, D. P. (1996a). Using the Balanced Scorecard as a Strategic Management
System. Harvard Business Review, Vol. 74, January- February, pp. 75-85.
Kaplan, R. S., and Norton, D. P. (1996b). Strategic Learning and the Balanced Scorecard. Strategy and
Leadership, September/October, pp. 18-24.
Kaplan, R. S., and Norton, D. P. (1996c). Linking the Balanced Scorecard to Strategy. California
Management Review, Vol. 39, No. 1, pp. 53-79.
Kaplan, R. S., and Norton, D. P. (1996d). The Balanced Scorecard: Translating Strategy into Action.
Cambridge, MA: Harvard Business School Press.
Luo, Y. (1999). The Structure-performance Relationship in a Transitional Economy: An Empirical Study of
Multinational Alliances in China. Journal of Business Research, Vol. 46, pp. 15-30.
Mercer, D. (1995a). Scenarios Made Easy. Long Range Planning, Vol. 28, No. 4, pp. 81-86.
Mercer, D. (1995b). Simpler scenarios. Management Decision, Vol. 33, No. 4, p. 32-40.
Miller, C. C. (1999). Decisional Comprehensiveness and Firm Performance: Toward a More Sophisticated
Understanding. Paper presented at the Academy of Management Meeting, August, Chicago.
Mintzberg, H. (1994a). The Rise and Fall of Strategic Planning. New York: Free Press.
6
Mintzberg, H. (1994b). Rethinking Strategic Planning, Part I: Pitfalls and Fallacies. Long Range Planning,
Vol. 27, No. 3, pp. 12-21.
Mintzberg, H. (1994c). Rethinking Strategic Planning, Part II: New Roles for Planners. Long Range
Planning, Vol. 27, No. 3, pp. 22-30.
Mintzberg, H. (1994d). That's Not “Turbulence, ” Chicken Little, It's Really Opportunity. The Planning
Review, November/December, pp. 7-9.
Mockler, R. J. (1999). Multinational Strategic Alliances. New York: John Wiley and Sons.
Modis, T. (1998). Conquering Uncertainty: Understanding Corporate Cycles and Positioning Your
Company to Survive the Changing Environment. New York: Business Week Books, McGraw-Hill.
Moore, J. F. (1996). The Death of Competition: Leadership and Strategy in the Age of Business
Ecosystems. New York: HarperCollins.
Murphy, E. C. (1996). Leadership IQ: A Personal Development Process Based on a Scientific Study of a
New Generation of Leaders. New York: John Wiley and Sons.
Murray, M. A., Zimmermann, R., and Flaherty, D. (1997). Can Benchmarking Give You a Competitive
Edge? Management Accounting, Vol. 79, No. 2, August, pp. 46-50.
Nutt, P. C. (1998). Leverage, Resistance and the Success of Implementation Approaches. Journal of
Management Studies, Vol. 35, No. 2, pp. 213-240.
O'Toole, J. (1996). Forming the Future: Lessons from the Saturn Corporation. Cambridge, MA: Blackwell
Publishers. Odiorne, G. S. (1961). How Managers Make Things Happen. Englewood Cliffs, NJ: Prentice
Hall.
Ohmae, K. (1982). The Mind of the Strategist: The Art of Japanese Business. New York: McGraw-Hill.
Osborn, R. N., and Baughn, C. (1990). Forms of Inter-Organizational Governance for Multinational
Alliances. Academy of Management Journal, Vol. 33, No. 3, pp. 503-520.
Owen, J. V. (1995). Why Teams Fail. Manufacturing Engineering, Vol. 115, No. 3.
Peters T. J., and Waterman, R. H. (1982). In Search of Excellence. New York: Harper and Row.
Porter, M. E. (1980). Competitive Strategy Techniques for Analyzing Industries and Competitors. New
York: Free Press.
Porter, M. E. (1985a). Competitive Advantage: Creating and Sustaining Superior Performance. New York:
Free Press. Porter, M. E. (1985b). How Information Gives You Competitive Advantage. Harvard Business
Review, Vol. 63, No. 4, pp. 149-160.
Porter, M. E. (1987). From Competitive Advantage to Corporate Strategy. Harvard Business Review, Vol.
65, May/June, pp. 43-59.
Prahalad, C. K. (1976). Strategic Choices in Diversified MNCs. Harvard Business Review, July-August, pp.
67-78
Pyhrr, P. A. (1970). Zero-Base Budgeting: A Management Tool to Evaluate and Control Expense. Harvard
Business Review Vol. 6, May-June, pp. 44-50.
Rappaport, A. (1998). Creating Shareholder Value: A Guide for Managers and Investors. New York: Free
Press.
Rigby, D. (2001). Management Tools and Techniques: A Survey. California Management Review, Vol. 43,
No. 2, pp. 139-160.
Roney, C. W. (2001). Resolving Planning-Performance Conflicts in Cyclical Industries: An Empirical
Investigation. Ph.D. Dissertation. The Union Institute, Cincinnati, OH.
Roney, C. W. (2002). The Evolution of Strategic Planning Technology. In: Proceedings of the Society for
Modeling and Simulation, International, W.W. Smari, and W. McQuay, Eds., Vol. 34, No. 1, pp. 256-263.
Roney, C. W. (2003). Planning for Strategic Contingencies. Business Horizons. Vol. 46, No. 2, MarchApril, pp. 35-42.
Senge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G., and Smith, B. (1999). The Dance of Change.
London: Doubleday/Currency.
Shen, W. (2000a). Revisiting the Performance Consequences of CEO Succession: The Impacts of
Successor Type, Post-Succession Senior Executive Turnover, and Departing CEO Tenure. Paper
presented at Academy of Management Annual Meeting, August, Submission #10606.
Shen, W. (2000b). Political Dynamics within Corporate Upper Echelons and Their Impacts on Contender
versus Outsider Succession. Paper presented at Academy of Management Annual Meeting, Submission
#10608.
7
Sirower, M. L. (1998). Imagined Synergy: A Prescription for a No-Win Deal. Mergers and Acquisitions,
January/February, pp. 23-29.
Stiles, P. (2001). The Impact of the Board on Strategy: An Empirical Examination. Journal of Management
Studies, Vol. 38, No. 5, pp. 627-649.
Thompson, A., and Strickland, A. (2003). Strategic Management: Concepts and Cases, 13th Edition,
Boston: Irwin.
Tyson, K. (1998). Perpetual Strategy: A 21st Century Essential. Strategy and Leadership,
January/February, pp. 14-18.
Vanderslice, V. J., Rice, R. W., and Julian, J. W. (1987). The Effects of Participation in Decision-Making on
Worker Satisfaction and Productivity: An Organizational Simulation. Journal of Applied Social Psychology,
Vol. 17, pp. 158-170.
Williams, B. R. (1996). The Realities of Empowering Teams: A Case Study. Hospital Material Management
Quarterly, Vol. 17, No. 3, pp. 60-66.
Woo, C. Y., and Cooper, A. C. (1982). The Surprising Case for Low Market Share. Harvard Business
Review, Vol. 60, November/December, pp. 106-113.
Zajac, E. (1998). Commentary on “Alliances and Networks, ” R. Gulat. Strategic Management Journal, Vol.
19, pp. 319-321.
Other recomended readings:
At the end of textbook you will find chapter notes of books and authors quoted in the textbook, websites of
companies and career modules.
Professor references:
Alfonso Dávila Grijalva, Ph.D
Philosophy Doctorate, Columbia University, New York
Master of Science, Loyola University, Chicago
Master of Arts, Columbia University, New York
Magister en Docencia Universitaria, UTE, Quito.
Phones: 09 9906177, 2991700 x 1421
Email: erasmoiii@hotmail.com
Office hours for students:
Monday through Friday from 16h00 to 18h00, Room 308, Tower I
Aprobado:
__________________________
f) Director de Escuela
fecha: _________________________
Por el Consejo de Facultad
___________________________
f) Decano
fecha:_________________________
8