the government of the russian federation the federal ... r., izushi h. (2011): competition,...

The Government of the Russian Federation

The Federal Government Autonomous Institution of Higher Education

National Research University Higher School of Economics

Faculty of Business and Management

«STRATEGIC MANAGEMENT» Bachelor programme 38.03.02 - Management

Author: N. Guseva, professor,

PhD. in Management and Sociological sciences, [email protected]; [email protected]

Approved at the meeting of the department General and Strategic Man-agement Chair «___»____________ 2015 Head _________________Titov B. N. Recommended section of UMS Business and Management Depatr-ment «___»____________ 2015 Head _________________ Filinov N. B. Approved by the Academic Council «_______»_____________2015 Scientific secretary Balayeva O. ________________________

Moscow, 2015

The present program cannot be used by other departments of the University and other Universities

without the resolution of the developer’s department

mailto:[email protected]

mailto:[email protected]

1. Introductory note

General Description of the Course:

The course is designed to the bachelor students of the educational programme

«Logistics and Supply Chain Management» of the National Research University

Higher School of Economics (HSE). It is core course, and it is delivered in two

modules. The course length is 108 academic hours in total of which 36 hours

are classroom hours for lectures (24h) and seminars (12h) and 72 hours are

devoted to self study. Academic control forms are: group project & it’s presen-

tation, and the written exam.

Pre-requisites

Microeconomics;

Macroeconomics;

Economics of the firm;

General Management.

Course Objective

Broaden students’ view on the strategic management processes;

Learn core methods of analysing the external and internal envi-

ronment;

Teach students company strategy development taking into consid-

eration major rewards and challenges;

Course Language: English.

Abstract

This course is a core course for bachelor level students. It is designed to pro-

vide students with necessary knowledge and competencies to handle strategic

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management problems. It focuses on what managers have to do to develop

organizational strategies. In other words, how to develop plans for the organ-

izations to develop the business, to compete successfully, and to attract and

satisfy its customers in order to achieve its goals.

The study of the major methods for analysing the external and internal envi-

ronments and methods for formulating strategies will allow students to de-

velop a strategy (corporate, functional, and competitive) with long- and short-

term vision for sustainable development under challenging conditions.

Within the framework of the course special attention is given to the role of the

competitive advantage, types of corporate and competitive strategies, and ma-

jor steps of the strategic management process: from identifying the organiza-

tion’s current mission, goals, and strategies to evaluating the results.

Training Objectives

The main objective of the "General and Strategic management" course is

teaching modern approaches to the strategic company’s management, taking

into consideration major rewards and challenges of a permanently changing

world, and creating a system of knowledge necessary for effective and efficient

company management in order to meet organisational goals. As the results of

completing this discipline, students develop skills in the strategic manage-

ment process which allow students to be successful managers confronting

change.

Target audience

Bachelor students of the educational programme «Logistics and Supply Chain

Management».

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2. Thematic Plan

2.1 Lectures

Topic

Class

room

hours

1. Strategic Management and Organisations

Introduction: The Universality of Strategic Management.

Rewards and Challenges of Being a Manager. Management

Skills by R Katz.

Management Evolution: MBI, MBR, and MBV.

Changing the concept of organization. New type of the organi-

zations.

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2. Understanding Management’s Context I: Analysis of

External Environment

Defenition of the External Environment: Economic, Demo-

graphic, and Cultural;

Methods of analysis of the External Environment;

Major Constrains and Challenges of the External Environment.

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3. Understanding Management’s Context II: Analysis of

Internal Environment

Internal Environment: Definition and major analytical instru-

ments.

Methods of analysis of the Internal Environment;

Major Constrains and Challenges of the Internal Environment.

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4. The Strategic Management I: Types of Organiza-

tional Strategies

Types of Corporate Strategy.

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The Role of Competitive Advantage.

Choosing a Competitive Strategy.

5. The Strategic Management II: Developing Organiza-

tional Strategies

Strategic management process:

Step 1: Identifying the Organization’s Current Mission,

Goals, and Strategies

Step 2: External Analysis

Step 3: Internal Analysis

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6. The Strategic Management III: Implementing Organ-

izational Strategies

Step 4: Formulating Strategies

Step 5: Implementing Strategies

Step 6: Evaluating Results

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Total 24

2.2 Seminars

Students will be requested to prepare a project for a selected theme. Follow-

ing the introduction, students prepare projects under close supervision of the

course leader; e.g. during the project work the course leader will provide indi-

vidual consultation to students to discuss the progress made.

Theme

Class

room

hours

Developing a corporate strategy – project team works.

Initiating team projects.

Step 1: Identifying the Organization’s Current Mission, Goals,

and Strategies

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Step 2: Doing an External Analysis

Team project works

Step 3: Doing an Internal Analysis


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Group projects presentation 4

Total 12

Project work will be done by the groups of students. The seminar concludes

with presentations of the projects. Topics will be specified in the seminar.

3. Course book:

Robbins S., Coulter M. (2012): Management. - 11th ed., Prentice

Hall.

Johnson G., Scholes K., Whittington R. (2008): Exploring Corpo-

rate Strategy. - 8th ed., Prentice Hall.

Additional readings:

Chatham, R.; Sutton, B. (2012): 30 Key Questions That Unlock Manage-

ment. - IT Governance Ltd.

Smith, R. (2007): Business Process Management and the Balanced

Scorecard: Using Processes As Strategic Drivers. - John Wiley & Sons.

Sadler, Ph. (2003): Strategic Management (MBA masterclass series). -

Kogan Page.

Huggins R., Izushi H. (2011): Competition, Competitive Advantage, and

Clusters: The Ideas of Michael Porter. - Oxford University Press.

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4. Education control forms

The criteria for the evaluation of students’ knowledge and skills are as follows:

• Group project and presentation, incl.: 40%;

Data gathering 10%

Analytical part 20%

Power-point presentation 10%

Course participation 10%;

• Final written exam 50%

For the Group project students are required to know core methods of analys-

ing the external and internal environment in order to be able to develop a

business competitive strategy based on the examples of companies operating

on the Russian market (training of practical skills).

Course participation are evaluated based on the students participations in

the course.

Deadlines: Students are strongly recommended to follow the deadlines of the

assignments. Failure to comply with deadlines leads to 0 grades except for plau-

sible reason (medical or serious private problems).

The aggregated grade is on a 10-point scale and is composed of current controls

and exam grades.

The final aggregated grade is calculated by the formula:

Gfinal = 0,4·Ggroup project + 0,1·Gcourse partic + 0,5·Gexam

On the final exam students are not allowed to receive extra points as a recom-

pense for the current control.

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Summary Table: Correspondence of ten-point to five-point system’s

marks

Ten-point scale [10]

1 – unsatisfactory

2 – very bad

3 – bad

4 – satisfactory

5 – quite satisfactory

6 – good

7 – very good

8 – nearly excellent

9 – excellent

10 – brilliant

5. Programme Content

Topic 1. Strategic Management and Organisations

Topic outline:

Introduction: The Universality of Strategic Management.

Rewards and Challenges of Being a Manager. Management Skills by R

Katz.

Changing the concept of organization. New type of the organizations.

Management Evolution: MBI, MBR, and MBV.

Main references/books/readings:

Robbins S., Coulter M. (2012): Management. - 11th ed., Prentice Hall:

(Chapter 1, pp. 2-41), (Chapter 10, pp. 262 - 285;).

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Johnson G., Scholes K., Whittington R. (2008): Exploring Corporate

Strategy. - 8th ed., Prentice Hall: (Chapter 1, pp. 1-48).

Rounding out the Manager’s Job:http://sloanreview.mit.edu/arti-

cle/rounding-out-the-managers-job/

Optional references/books/readings:

Guseva N. (2013): Сontemporary Issues of Management by Values in

Emerging Markets: Russian Case // Organizational Cultures: An Interna-

tional Journal - Common Ground Pub., USA - Volume 12, Issue 2 - p. 73 –

84.

Guseva N. (2014): Major Pitfalls Affecting Corporate Performance in

Russia // Book of EMCSR Conference 2014 – Creative Commons Li-

cense, Vienna, Austria.

Chatham, R.; Sutton, B. (2012): 30 Key Questions That Unlock Manage-

ment. - IT Governance Ltd.

The management website: http://www.12manage.com

Topic 2. Understanding Management’s Context I

Topic outline:

The External Environment: Economic, Demographic, and Cultural;

Methods of analysis of the External Environment;

Major Constrains and Challenges of the External Environment.


Robbins S., Coulter M. (2012): Management. - 11th ed., Prentice Hall.

(Chapter 2, pp. 42-51; Chapter 3, pp. 68 - 95).

http://sloanreview.mit.edu/article/rounding-out-the-managers-job/

http://sloanreview.mit.edu/article/rounding-out-the-managers-job/

http://www.12manage.com/

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Kogan Page.


Topic 3. Understanding Management’s Context II

Topic outline:

Internal Environment: Definition and major analytical instruments.

Methods of analysis of the Internal Environment;

Major Constrains and Challenges of the Internal Environment.



(Chapter 2, pp. 51 -68).


Strategy. - 8th ed., Prentice Hall: (Chapter 2, pp. 81-84, Chapter 3, pp.

93-130).





Kogan Page.




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Topic 4. Strategic Management I

Topic outline:

Types of Corporate Strategy.

The Role of Competitive Advantage.

Choosing a Competitive Strategy.



(Chapter 9, pp. 222 –226, 248-261).


Strategy. - 8th ed., Prentice Hall: (Chapter 6, pp. 221-254; Chapter 7, pp.

255-292).



Topic 5. Strategic Management II

Topic outline:


Step 1: Identifying the Organization’s Current Mission, Goals, and

Strategies

Step 2: External Analysis

Step 3: Internal Analysis



(Chapter 9, pp. 226 - 248).



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Smith, R. (2007): Business Process Management and the Balanced

Scorecard: Using Processes As Strategic Drivers. - John Wiley & Sons.


Topic 6. Strategic Management III

Topic outline:



Step 5: Implementing Strategies

Step 6: Evaluating Results



(Chapter 9, pp. 228 - 248).


Strategy. - 8th ed., Prentice Hall: (Chapter 12, pp. 433-472; Chapter 14,

pp. 517-556).



Kogan Page.




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