Leadership Role in Strategic Management

Leadership Role in Strategic Management

Master Syllabus: MSM 66501

TROY UNIVERSITY
MASTER SYLLABUS
SORRELL COLLEGE OF BUSINESS

MSM 6650

Leadership Role in Strategic Management

TROY UNIVERSITY SCOB MISSION STATEMENT

The Sorrell College of Business (SCOB) prepares a diverse student body, drawn primarily from Alabama and surrounding states, to become successful, ethical and engaged business professionals with the knowledge to compete in the global business environment.

To achieve this our faculty, staff, and administration will:

Provide quality undergraduate and graduate education in global business through high-quality teaching;

Serve the university and engage with business and professional communities in our primary service area through individual involvement and our centers for research and outreach;

Grow and enhance the longstanding “culture of caring” for our traditional, nontraditional, military, and international students; and

Contribute to the creation of knowledge, with a focus on the scholarship of application and integration, and teaching and learning, complemented by basic and discovery scholarship in select disciplines.

TROY UNIVERSITY SCOB VISION STATEMENT

The Sorrell College of Business strives to be a renowned teaching-focused business college graduating GEEKS ready to succeed in business and life.

Prerequisites

Prerequisite: completion of at least 15 semester hours in the MSM core. Students should be in their last term or semester of their program when completing this course. A grade of “B” or better is required.

Description

Study of the integrative functions of senior management in long-range strategic planning and decision making to support implementation. This is a capstone course which utilizes all the skills and knowledge developed earlier in the program. It focuses on policy problems and planning beyond the boundaries of the firm. It emphasizes advanced case analysis and computer simulation.

Student Learning Outcomes

On completion of the course, the student should be able to:

1)Demonstrate an understanding of the processes involved in strategy creation.

2)Create and evaluate strategic solutions to organizational challenges.

3)Anticipate and analyze challenges to implementing strategic change.

4)Synthesize previous learning to create a reasonable and flexible implementation plan that empowers and motivates key players within the organization.

Purpose

This course serves as the capstone experience for the MSM program. As such, it is designed to allow students to integrate learning from their entire program of study, as well as job and life experience in order to produce a strategic initiative that is both rigorous and unique to the individual.

Required Activity

This course must contain a student engagement activity with the community that relates to course content. The activity may include guest speakers, site visits, projects for the community/industry, etc…

Student Engagement:

Instructors in this course will add videos, movies, site visits, guest speakers, service learning projects, or other activities designed to engage students in experiential and active learningactivities designed to improve skills and the application of knowledge within the business community.

Approved Text

Strategic Management: Concepts and Cases (2nd Edition)*

Author: byFrank Rothaermel

Publisher: McGraw-Hill/Irwin

Year: 2014

ISBN: 9781259282560

(NOTE: An access code for McGraw-Hill's CONNECTplus system must be included with the textbook or purchased separately through McGraw-Hill when beginning the first assignment.)

*Most recent addition is required unless otherwise specified.

Additional Readings

The Capstone Committee has provided a separate list of supplemental readings, which can be found in Appendix B of this document. It is the intention of the committee that the individual instructor will choose which readings best suit his or her methods for meeting the learning objectives of the course and the MSM Program. Individual instructors may also exercise individual discretion to include materials not listed here.

Course Coordinator: Dr. Rodger Morrison ()

Program Assessment Requirements for this course:

The assessment requirements for MSM-6650 are contained within a module in Canvas Commons, which must be imported into the course shell BEFORE the course is built by the instructor. This module contains a number of assessment-related items, which includes the following:

-Capstone question banks, the Capstone Exam itself, and the printable case that the students use when taking the exam.

-Strategic Plan written assignment, plus associated instructions.

-Necessary “Outcomes” and grading rubrics, which are used for actually performing the assessment activities.

-Necessary pages, files, etc., related to the assessment process.

Program SLOS with assessment component required:

  1. MSM Capstone Exam, SLO 1.1.2 - Mastery Assessment, Strategic Planning Subscale
  2. Project, SLO 1.1.3 - Mastery Assessment, Strategic Plan Implementation Process Rubric
  3. MSM Capstone Exam, SLO 1.2.2 - Mastery Assessment, HR Solutions Subscale
  4. MSM Capstone Exam, SLO 2.1.2 - Problem Diagnosis and Solutions Subscale
  5. MSM Capstone Exam, SLO 2.2.2 - Change Initiative Subscale
  6. MSM Capstone Exam, SLO 4.1.2 - Leadership Approach Subscale
  7. MSM Capstone Exam, SLO 4.2.2 - Influence of Culture and Values Subscale

Note: Assessment data for the Capstone Examis collected automatically as students complete the exam. As the instructor grades the student writing assignments, the rubric used for grading includes the necessary links to the assessment outcomes, which the instructor completes during the grading process. For this to work properly, the assessment rubrics and other related assessment components contained in the “MSM 6650 Assessment” shell, located in Canvas Commons, MUST be imported into the Canvas course shell prior to the instructor building the rest of the shell. See the course coordinator for more information.

Student Engagement:

Instructors in this course will add videos, movies, site visits, guest speakers, service learning projects, or other activities designed to engage students in experiential and active learning activities designed to improve skills and the application of knowledge within the business community.

Proposed Assessment and Graduate Program SLO’s Covered in Course:

I=Basic or Introductory Level (outcome is introduced)

D=Developing Level (outcome is developed further, reinforced, or practiced)

M=Mastery Level (outcome is mastered)

A = Outcomes assessment evidence is collected.

(Ideally both during the program and just before graduation)

Appendix B: Supplemental Reading

Blatstein, I. M. (2012). Strategic planning: Predicting or shaping the future. Organization Development Journal, 30(2), 31-38.

Cooper, T., & Downer, P. (2012). Strategic planning and critical success factors in professional accounting organizations. Journal of Leadership, Accountability, and Ethics, 9(4), 82-98.

Fletcher, H. D., & Smith, D. B. (2004). Managing for value: Developing a performance measurement system integrating economic value added and the balanced scorecard to strategic planning. Journal of Business Strategies, 21(1), 1-17.

Meers, K. A., & Colin, R. (2007). Strategic planning practices in profitable small firms in the United States. The Business Review, 7(1), 302-307.

Schraeder, M. (2002). A simplified approach to strategic planning. Business Process Management Journal, 8(1), 8-18.

Wilson, J. W., & Eilertsen, S. (2010). How did strategic planning help during the economic crisis? Strategy & Leadership, 38(2), 5-14.

Zuckerman, A. M., (2014). Successful strategic planning for a reformed delivery system. Journal of Healthcare Management, 59(3), 168-172.

Troy University Faculty Handbook (2016): Section 3.9.2.8 [extract] — essential elements of the syllabus (somewhat modified for space):

  1. Course title
  2. Course number + section
  3. Term
  4. Instructor
  5. Prerequisites
  6. Office hours
  7. Class days, times
/
  1. Classroom location
  2. Office location + e-mail address
  3. Office telephone
  4. Course description, objectives
  5. Text(s)
/
  1. Other materials
  2. Grading methods, criterion weights, make-up policy, mid-term grade reports
  3. Procedure, course requirements
/
  1. General supports (Computer Works, writing center)
  2. Daily assignments, holidays, add/drop & open dates, dead day, final exam
/
  1. ADA statement
  2. Electronic device statement
  3. Additional services, statements
  4. Attendance/
    Absence policy
/
  1. Incomplete work policy
  2. Cheating policy
  3. Specialization requirements (certification, licensure, teacher competencies)

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