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MEMORIAL UNIVERSITY OF NEWFOUNDLAND

Faculty of Business Administration

Business 4050, Strategic Management

Section 001, CRN: 58908
Fall 2014
Course Information and Schedule

The Memorial University of Newfoundland Code

All members of the Memorial University of Newfoundland Community, which includes
students, faculty, and staff, shall treat others with respect and fairness, be responsible and
honest, and uphold the highest standards of academic integrity.
CALENDAR DESCRIPTION
Introduces students to the strategic management approach. The course builds upon the
knowledge and concepts developed in Business 1000 and prepares students for later business
courses in their programs, especially Business 7000. Through experience and analysis in and
of real or reality-based situations and issues, students will develop critical and integrative
thinking and information literacy. Activity and action components of the strategic management
process are the basis for student learning. The purpose of this course is to recognize the
importance of situational analysis and strategy in the management process, including business
functional and organizational integrative thinking, and decision-making regarding courses of
action, resource allocation, and leadership.
Prerequisites: BUSI 1600, BUSI 2010, BUSI 2101, BUSI 2210, BUSI 2400,
BUSI 3310, BUSI 3401
Co-requisites: BUSI 4000 and BUSI 4330

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INSTRUCTOR CONTACT INFORMATION
Instructor:
Office:
Office hours:

Mr. Michael J. Green

BN-2013
To established with the class or by appointment. Students can
set up appointments by email. As well, students can drop in.

E-mail:

D2L Shell Email

CLASSES
Tuesdays and Thursdays in room BN3010, 9:00 am 10:15 pm
TEXTBOOKS AND MATERIALS
Required:
Strategic Management, Custom Publication Ebook from McGraw-Hill, 2014.
CEI ISBN 9781259262548
This Ebook consists of the following chapters from: J.A. Pearce and R.B. Robinson, Strategic
Management - Planning for Domestic and Global Competition, 13th Edition, New York NY:
McGraw-Hill Irwin, 2013.
Ch.1. Strategic Management
Ch.2. Company Mission
Ch.4. The External Environment
Ch.5. The Global Environment
Ch.6. Internal Analysis
Ch.7. Long-term Objectives and Strategies
Ch.8. Business Strategy
Ch.9. Multibusiness Strategy
Ch.11. Organizational Structure
This ebook can be purchased through the Bookstore and the payment code on the purchase
receipt can be used to pay for the ebook from the McGraw-Hill website. Purchase
information is:
Strategic Management - 1308142129
CEI ISBN 9781259262548
Price: 40.95
The ebook can be accessed via the website below:
Ebook: Strategic Management
URL: https://create.mcgraw-hill.com/shop/#/catalog/details/?isbn=9781308142128
Business Ethics and Responsibilities, 2014 Edition, Custom Publication Ebook from
McGraw-Hill, 2014. CEI ISBN 9781259264061
This Ebook contains the following chapters from R.W. Sexty, Canadian Business and Society:

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Ethics, Responsibilities and Sustainability, Third Edition, McGraw-Hill. 2014.
-

Identifying Stakeholders and Issues

Stakeholder Relations and Analysis
Ethics of Business: The Theoretical Basis
Corporate Social Responsibility: The Concept

This ebook can be purchased through the Bookstore and the payment code on the purchase
receipt can be used to pay for the ebook from the McGraw-Hill website. Purchase
information is:
Business Ethics and Responsibilities - 1308138849
CEI ISBN 9781259264061
Price: 13.95
The ebook can be accessed via the website below;
Ebook: Business Ethics and Responsibilities
URL: https://create.mcgraw-hill.com/shop/#/catalog/details/?isbn=9781308138848
Pearson Customer Course Pack
CoursePack Title: Business 4050
CoursePack ID: 469786
Page Count: 138
CoursePack ISBN: 1269608053
This Ebook contains the following cases:
- Chateau des Charmes (R. Cruikshank and K.F. Harling, Case Research Journal, Vol.17,
Issues 1+2, (Winter/Spring 1997), p.17. and NACRA.)
- Dell Inc. in 2009 (Ivey case no. 9B08M093)
- Ganong Bros. Limited (Ivey case no. 9B05M011, version (A) 2009-09-30)
- Mactara Limited and the Wood Products Industry in Nova Scotia (Ivey case no. 9B07M070,
version (A) 2008-08-26)
- Plant Nutrients Inc. (Ivey case no. 9B04A013, version (A) 2009-10-07)
- Research in Motion: Entering a New Era (S. Carayannopoulos, Case Research Journal,
Vol.27, Issue 2, (Spring 2007), pp.17-43, and NACRA No. CRJ2709)
- Victoria Heavy Equipment Limited (Ivey case no. 9B08M037, version (A)
2008-04-15)
ONLINE ACCESS:
To purchase the CoursePack:
1. Go to: http://coursepacks.xanedu.com/login.shtml?PackId=469786
2. If you have previously registered for another CoursePack, log in. If not, click the Student
Registration link. Complete the registration page and click Submit.
3. Confirm your CoursePack selection and click Continue.
4. Complete your billing information, confirm and click Submit.
5. After completing the purchase pages, you will be taken to your CoursePack.
6. If you have problems, contact XanEdu Customer Service at 1-800-218-5971 (option 4) or
email cust.serv@xanedu.com.
7. Each individual student must purchase his/her own access to the CoursePack.

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Additional:
Readings and other materials may be recommended or distributed during the course or may
be made available through the course website.
Further Reading:
J.I. Moore. (2001). Writers on Strategy and Strategic Management Theory and Practice at
Enterprise, Corporate, Business and Functional Levels, 2 nd Edition, Toronto: Penguin Books
Canada Ltd. ISBN: 0-14-028444-3
R. Koch. (2006). The Financial Times Guide to Strategy, Third Edition, FT Prentice Hall,
London. ISBN-13: 978-0-273-70877-3
C.S. Fleisher and B.E. Bensoussan. (2003). Strategic and Competitive Analysis, Prentice-Hall.
ISBN: 0-13-088852-4.
L. Elder and R. Paul. (2005). The Foundations of Analytic Thinking, The Foundation for
Critical Thinking. ISBN: 0-944583-19-9
L. Elder and R. Paul. (2005). The Art of Asking Essential Questions, The Foundation for
Critical Thinking. ISBN: 0-944583-16-4
R. Paul and L. Elder. (2004). The Miniature Guide to Critical Thinking Concepts and Tools, The
Foundation for Critical Thinking. ISBN: 0-944583-10-5
COURSE WEBSITES
A D2L shell may be set up for each course section, to provide a discussion forum and a
student-accessible record of marks.
STUDENT LEARNING OUTCOME OBJECTIVES
Learning objectives for this course are based on Blooms taxonomy. Going further than basic
knowledge and comprehension, they emphasize application, situation analysis, synthesis and
evaluation. Objectives are described below.
Knowledge and Comprehension:
Be able to define and describe the concepts and techniques of strategic management,
including theoretical, categorial frameworks for these concepts and techniques, and
including ethical and international dimensions.
Be able to describe examples and illustrations of the concepts or techniques of strategic
management, including ethical and international dimensions, as they may be evident in
business or organizational situations.
Application:
Be able to appropriately and effectively apply the concepts and techniques of strategic
management, and their theoretical, categorical frameworks, including ethical and

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international dimensions, to business and organizational strategic situation analysis and
planning realities.
Situational Analysis and Synthesis (Problem Identification and Solving):
Based on the concepts of strategic management and their theoretical, categorical
frameworks, including ethical and international dimensions, be able effectively to undertake
strategic situation analysis and planning.
Evaluation (Critical Thinking):
Based on strategic management concepts, and their theoretical, categorical frameworks,
including ethical and international dimensions, be able effectively to make critical analysis
and planning assessments and judgments with stated rationales and criteria.
Specific learning objectives are provided at the start of each chapter in the J.A. Pearce and
R.B. Robinson, Strategic Management - Planning for Domestic and Global Competition
textbook. Objectives and themes are provided for each case study discussed in the course in
the contents pages of the casebook. Additional objectives for each case, included those
specified as study questions, are provided in a separate handout.
AACSB ASSURANCE OF LEARNING
The Faculty of Business Administration and its programs are accredited by the Association to
Advance Collegiate Schools of Business International (AACSBI). As part of the maintenance
of its accreditation, the Faculty must provide assurance of student learning in its degree
programs, and also demonstrate that it is working to improve the quality of student learning.
Work submitted by students as part of the requirements for this course may be analyzed for
accreditation purposes. Any analysis will be anonymous and will not affect student grades in
the course.
PROFESSIONALISM
A professional atmosphere in the classroom promotes a positive learning environment.
Examples of professional work habits are:
*
*
*
*
*

Preparing properly for all classes

Arriving on time
Turning-off mobile phones.
Not using laptop PCs for non-course-related activities
Honouring commitments made to workgroup members.

COURSE SCHEDULE
Chapters are from the J.A. Pearce and R.B. Robinson Strategic Management - Planning for
Domestic and Global Competition textbook, and from the Business Ethics and Responsibilities,
(BER) Custom Publication. Cases are located in the course packs as noted above.
Reading assignments for each class are listed in the course schedule. To get the most out of
this course, students should complete the assigned readings or case analysis before the topic
or case is covered in class.

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Course content and pedagogy are subject to variation in order to allow for flexibility in
student learning. In particular, any case discussion may be continued into a subsequent
lecture class if this is perceived to be a more effective contribution to student learning. The
appearance of any item or topic in this schedule does not necessarily mean that it will be
formally covered in class. Items or topics not appearing in this schedule may be discussed
by the instructor or may be raised by students.

MODULE 1. STRATEGIC MANAGEMENT AND STRATEGY

September 4 (Thursday)

Session 1

Introduction to the course

Strategic Situation Analysis and Planning Approach
September 9 (Tuesday)

Session 2

P&R Ch.1.Strategic Management

Strategic Situation Analysis and Planning Approach - Strategy Concept
MODULE 2. ENVIRONMENT, OPERATIONS/RESOURCES AND ORGANIZATION:
LINKAGES TO STRATEGY
September 11 (Thursday)

Session 3

P&R Ch.2. Company Mission

Strategic Situation Analysis and Planning Approach - Strategy Concept
September 16 (Tuesday)

Session 4

P&R Ch. 8. Business Strategy

(See also: P&R Ch.7. Long-Term Objectives and Strategies, pp.197-207)
September 18 (Thursday)
P&R Ch.4. The External Environment
(See also:

BER Identifying Stakeholders and Issues

BER Understanding Stakeholder Relations)

Session 5

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September 23 (Tuesday)

Session 6

Case: Mactara Limited and the Wood Products Industry in Nova Scotia
September 25 (Thursday)

Session 7

P&R Ch.6. Internal Analysis

September 30 (Tuesday)

Session 8

Case: Dell Inc. in 2009

MODULE 3. STAKEHOLDERS AND CORPORATE SOCIAL RESPONSIBILITY
October 2 (Thursday)

Session 9

P&R Ch.11. Organizational Structure

October 7 (Tuesday)

Session 10

Mid-Term Review
October 9 (Thursday)

Session 11

Mid-Term Quiz
October 14 (Tuesday)

Session 12

Mid-Term Break No Classes

October 16 (Thursday)

Session 13

P&R Ch.7. Long-Term Objectives and Strategies

MODULE 4. STRATEGIC SITUATION ANALYSIS AND STRATEGY FORMULATION
Finding and Using Information
October 21 (Tuesday)

Session 14

Case: Chateau des Charmes (using SSAP

Wednesday October 22nd: Final date for undergraduate students to drop courses
without academic prejudice.
October 23 (Thursday)
P&R Ch.5. The Global Environment

Session 15

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October 28 (Tuesday)

Session 16

Case: Ganong Bros. Limited

Using SSAP Method - Product line sales revenue and profit analysis
October 30 (Thursday)

Session 17

Case: Research in Motion: Entering a New Era (using SSAP Method)

MODULE 5. BUSINESS AND MANAGEMENT ETHICS AND CORPORATE
GOVERNANCE
November 4 (Tuesday)

Session 18

P&R Ch.9. Multibusiness Strategy

November 6 (Thursday)

Session 19

Case: Plant Nutrients Inc. (using SSAP Method)

MODULE 6. CORPORATE STRATEGY CONSIDERATIONS
November 11 (Tuesday)

Session 20

No Classes Remembrance Day

November 13 (Thursday)

Session 21

Case: Plant Nutrients Inc. (using SSAP Method)

November 17 (Monday)
Group Cases Project Due via Dropbox
November 18 (Tuesday)

Session 22

BER Chapter. Identifying Stakeholders and Issues

BER Chapter. Understanding Stakeholder Relations
November 20 (Thursday)

Session 23

BER Chapter. Ethics of Business: The Theoretical Basis

November 25 (Tuesday)
BER Chapter. Ethics of Business: The Theoretical Basis
Discussion questions and cases
Other discussion cases to be announced

Session 24

November 27 (Thursday)

Session 25

BER. Corporate Social Responsibility: The Concept

MODULE 7. REVIEW
December 2 (Tuesday)

Session 26

Review of course content

Classes end: Wednesday December 3
Examinations begin: Monday December 8
Examinations end: Wednesday December 17
EVALUATION
% Weighting
In-term Examination

25

October 9th

Final Examination

35

Exam period

Case Preparation & Discussions

15

Case Report

25

TOTAL

100

EXAMINATIONS
In-Term Examination 1
This will be held in class time on October 9th. The examination will be based on textbook
material. Coverage and format will be confirmed.
Students with Learning Disabilities
Regarding examinations, any such students should contact the Blundon Centre at the start
of the semester and arrange for their needs to be accommodated.
Digital Devices in Examinations
Students will be advised whether a calculator is needed in an examination. No other digital
devices are allowed, including cell phones and electronic dictionaries. This means that
students cannot use their cell phones as time clocks during examinations.

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The Faculty of Business Administration Policy on Use of Electronic Devices during Midterm
and Final Examinations is as follows: Unless otherwise approved by the course instructor,
calculators (a) must be non-programmable and non-communicating, (b) must not have the
ability to store text, and (c) must not have graphing capability. Students who are unsure
whether their calculators are admissible should check with the course instructor before the
examination.
Electronic dictionaries are not permitted in examinations. Students whose first language is
not English may use a printed paper dictionary, which can be checked by the invigilator
before the start of the examination.
CASE DISCUSSIONS
Attendance and participation will contribute to this mark. Individual attendance at case
discussion classes will be monitored. Non-attendance will lead to some corresponding
reduction in an individuals Case Discussion mark. Submissions will be used as part of the
case participation grade. Questions will be assigned one week prior and submission are
required on day of class, prior to class.
Groups will be constituted to facilitate case preparation for classroom discussions, and for
the final case assignment. Groups may be assigned particular questions or items of analysis
for preparation and, perhaps, for presentation.
All cases are self-contained and extra research is not expected.
CASE ASSIGNMENT
Case: Victoria Heavy Equipment
Due date: November 17th via Dropbox
The case is self-contained extra research is not expected. This is a group assignment.
Expected length and format of the report will be confirmed.
Students should read the Faculty of Business Administration Guidelines on Consultation
and Group Work included at the end of this document.
In line with University Regulations 5.6.4 Good Writing Skills, and 5.8.3 Good Writing, the
standard of written English will be taken into account in grading written assignments.
Group Grade
The same grade will be given to the group members whose names are included on the cover
page of the report that is handed in. If a group member does not contribute sufficiently the
other group members can decide not to include that individuals name on the cover page. A
student whose name is not included will not be given a grade but will be given the
opportunity to submit a case assignment report individually.
Late Assignments
Assignments should be submitted at or before the dates and times indicated in the course
schedule. Late papers are likely to receive a reduced grade:
* 20% reduction if submitted within 24 hours of the deadline;
* An additional 2% reduction for each additional calendar day thereafter.

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These penalties may be waived or reduced in the case of exceptional circumstances, properly
documented.
PUBLISHED MATERIALS IN THE CLASSROOM: NOT AN APPROVED USE
Using published material in classroom projection equipment, and photocopying or scanning
material for distribution in the classroom or through a course website, generally are not
approved uses of such material. For example, in the past, Business Week has indicated to
this instructor that it does not grant permission for classroom projection, and does not
permit any photocopying or scanning of its published printed material. It is likely that other
publishers of business and management journals and magazines follow similar policies.
Materials from company websites or publications, such as company logos, product
information and financial information, also cannot be presumed to be approved for use in
classroom projection equipment. Similarly, it cannot be presumed that photocopying or
scanning of such materials for distribution to students is permitted.
According to a memorandum circulated to the university community in January 2012 by the
Provost:

It is crucial that faculty, staff and students are compliant with Memorials copyright
policies when making copies of copyrighted materials, whether paper, digital or otherwise.
Failure to comply with Canadian copyright law may result in serious consequences for the
university and/or the individuals involved in any instance of copyright infringement. It is
the responsibility of the individual making a copy to avoid copyright infringement.
This instructor has been unable to obtain specific advice on procedures for ensuring that
copyrights are not infringed when published materials are used in the classroom. Therefore,
to avoid copyright infringement and the serious consequences that may result, only
publishers textbook, case package and instructor support materials will be used in this
course.
Students should not infringe any publisher or company copyrights in their classroom
contributions or presentations. Students therefore should use only textbook and case
package materials, and not include any other published materials from any other sources.
PROHIBITION OF RECORDING OR COPYING
The lectures and displays (and all material) delivered or provided in the course: Business
4050: Strategic Management 1, by the faculty member, Dr. Michael D. Skipton, including any
visual or audio recording thereof, are subject to copyright owned by Dr. Skipton or the
textbook publisher. It is prohibited to record or copy by any means, in any format, openly or
surreptitiously, in whole or in part, in the absence of express written permission from Dr.
Skipton and/or the textbook publisher, any of the lectures, materials provided or published
in any form, during or from the course.

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FEEDBACK FROM STUDENTS
This instructor will be pleased to receive student feedback, questions or concerns regarding
expectations, course materials, pedagogy, classroom experiences, etc. Responsive changes
can be made during the course and this is more effective than students waiting until the end
of the course to raise matters, when nothing can be done.
SCHOLARLY INTEGRITY
The Memorial University of Newfoundland Code
All members of the Memorial University of Newfoundland Community, which includes
students, faculty, and staff, shall treat others with respect and fairness, be responsible and
honest, and uphold the highest standards of academic integrity.
University Regulation 5.11.1 Principles
Within the university community there is a collective responsibility to maintain a high level of
scholarly integrity. Students are expected to adhere to those principles which constitute
proper academic conduct. Academic misconduct cannot be condoned or even appear to be
condoned. Students have the responsibility to know which actions, as described under
Academic Offences, could be construed as dishonest or improper. Students are reminded
that for further guidance on proper scholarly behavior they should seek advice from their
instructors and faculty advisors.
For further information, see General Regulation 5.11 in the University Calendar.
Students are advised to familiarize themselves with university regulations:
- 5.11.2 General Information
- 5.11.3 General Procedure
- 5.11.4 Academic Offences.
Committing an academic offence can result in a range of penalties up to and including
expulsion from the University.
STUDENT EVALUATION - REGULATIONS
This outline is intended to be in line with the following University Calendar regulations:
- 5.6.2 Informing Students of the Method of Evaluation
- 5.6.4 Good Writing Skills
- 5.6.6 Correction and Return of Student Work
- 5.7.1 Scheduling of Examinations
Students can familiarize themselves with these regulations.
5.8.3 Good Writing
1. Students at all university levels should have reasonably sophisticated and effective
communication skills and are expected to demonstrate proficiency in logical organization,
clarity of expression and grammatical correctness. Good writing is expected of students in all
courses. Upon graduation students should be capable of expressing complicated ideas clearly

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and concisely and should be able to develop arguments in a logical manner. When, in the
judgment of the instructor, a student persistently fails to display a reasonable standard of
writing, the instructor may consider this when assigning a final grade.
2. Good writing is characterized by the following qualities:
Content
- critical insight and freshness of thought,
- clear and penetrating ideas,
- perceptive, pure grasp of subject,
- intelligent use of primary and secondary sources, and
- a sense of completeness about the handling of the topic.
Organization
- effective introduction and conclusion,
- main idea is clear and logical development follows,
- smooth transitions, and
- good use of details.
Style
- appropriate, accurate, precise and idiomatic diction, and
- sentences varied in kind, length and effect.
Mechanics
- consistently correct spelling,
- accurate use of punctuation,
- grammatically correct sentences, and
- well organized paragraphing.
FACULTY OF BUSINESS ADMINISTRATION GUIDELINES ON CONSULTATION AND
GROUP WORK
General Remarks
These guidelines are intended to help students in the preparation of written work to be
handed incase analyses, assignments, essays, computer programs, etc. In the Faculty of
Business Administration, written work is done: (1) individually; or (2) individually, but with
consultation among students permitted or encouraged; or (3) in groups of two or more. The
instructor will specify the category into which written work in the course falls. The instructor
may do this orally or in writing. If a student is unsure what is permitted, it is the students
responsibility to ask the instructor whether and to what degree consultation is allowed.
Individual Work
In the case of work to be completed individually, consultation with others is not permitted.
Identical or nearly identical work may be regarded as plagiarism.
Consultation Is Permitted or Encouraged, but Individual Papers Are Submitted
In this case, students are permitted/encouraged to consult with each other, but each
student must submit his or her own paper, representing his or her own understanding.
Since each students understanding will be different, even when consultation has taken

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place, each students wording is expected to be different: the wording must therefore not be
identical to or nearly identical to the wording of any other students, although the content it
represents may be the same. Identical or nearly identical wording may be regarded as
plagiarism.
To avoid producing identical or nearly identical wording, it is suggested that students
prepare a draft before consulting with others. The draft then can be modified based on
discussions with other students.
Group Work
Group work requires collaboration among and contributions from all group members. A
single paper, representing the work of the group as a whole, is to be submitted.
If a group member is not making an appropriate contribution, students are advised to
discuss the problem with the individual as soon as possible. Complaints should be
supported by documentation (e.g., written records of scheduled group meetings missed,
commitments not honored). If the problem cannot be resolved within the group, students
should consult with the instructor. Adjustments to individuals grades may be made at the
discretion of the instructor.
Avoiding Plagiarism
Some assignments may require students to use information from other sources. Such
information may take the form of quotations, summaries, paraphrases, or facts or ideas that
are not common knowledge. Whatever its form, the source of the information must be clearly
documented by in-text citations referring to a list of references at the end of the paper.
Omitting such documentation is plagiarism. Plagiarism is a very serious academic offence.
For detailed information on how to document sources properly, students are referred to:
Finnbogason, J., and Valleau, A., A Canadian Writers Pocket Guide (Second Edition),
Scarborough, ON: Nelson, (a division of Thompson Canada Limited), 2002. The preferred
format for documentation in the Faculty of Business Administration is the APA style