BADM 508 - Nothcraft

M1

Learn the importance of leadership skills in fostering organizational agility.

Learn the role of managing information and managing motivation as key skills for effective leadership.
Learn the importance of inclusiveness to effectively managing information and motivation.

Agility
Representative inclusiveness
Management of information
Management of motivation

M2

Learn the critical elements of making decisions under uncertainty.

Learn how to use decision analysis as a framework for making decisions under uncertainty.
Learn how to estimate uncertainty in decision analysis.

Decision analysis
Uncertainty
Actions
Outcomes
Decision heuristics

M3

Explain the role of diversity in effective group decision making.

Explain why process loss decreases the quality of group decision making.
Describe three critical causes of process loss and how to overcome them.

Triangulation
Process loss
Composition problem
Participation problem
Influence problem
Devil's advocate

M4

Understand the role of alignment in effective motivation.

Learn how the perception of contingencies and consequences is key to effective motivational alignment.
Learn how interdependencies in groups create social dilemmas that influence motivation.

Consequences
Contingencies
Expectancy
Instrumentality
Valence
 Self-efficacy
Social dilemma

M5

Understand why negotiation provides a technology for influence

Understand why negotiation provides a framework for managing conflict
Learn why claiming value, creating value, and collecting information are the three key skills to effectively
negotiating

Negotiation
Conflict
Interdependence
Creating value
Claiming value

M6

Understand what it takes to collect the information necessary for effective feedback and coaching
Understand why it is critical to have not just a content strategy but also a process strategy when meeting with
someone to provide them feedback
Learn why courage is essential to effective mentoring and coaching and essential to effective leadership.

Behavioral anchoring
Job analysis

M7

Understand the difference between mediation and arbitration

Understand why it is critical to have not just a content strategy but also a process strategy when meeting with
someone to manage a conflict
Learn how to use mediation and arbitration skills to effectively intervene in conflicts around you

Third-party intervention
Mediation
Arbitration
Fairness
Process strategy

M8

Understand why people resist change

 Learn the importance of information and motivation to the unfolding of implementation over time
Learn how to use inclusiveness to mitigate resistance to lead change more effectively

Resistance to change
Chaos
Alignment

BADM 590 Hussein

M1

Identify alternative models of corporate governance,

Evaluate their relevance in describing managerial role, and
Outline the basic components of the value creation process in organizations.

Management profession
Governance
Constituency
Stakeholders
Organization
Value Creation

M2

Contingency
Business model
Organizational life cycle
Change trajectories in industries
Operational technology
Workflow interdependency
Models of competitve strategy

What are the factors that are critical in designing organizations?

Why are these factors called contingencies?
What is a business model?
What are external contingencies?
What are internal contingencies?

M3

Differentiation
Integration
Allocation of authority
Allocation of resources
Allocation of tasks
Generic organizational designs

What is organization design?

What are the basic elements of design?
How should we conceptualize organizational design effectiveness?
 How do we design organizations for efficiency versus flexibility?
What are generic organization design alternatives?

M4

Design effectiveness
Coordination
Management Control Systems
Ambidextrous organizations
Balanced scorecard

What are some traditional internal vertical and horizontal coordination mechanisms?
What are some traditional and new control mechanisms?
How do we know that our design is not working?
When should we redesign the organization?

M5

Organizational growth
Outcomes of organizational growth
Stages of organizational life cycle
Symptoms of ineffective organizational design
Organizational change

How do we know that our organization design is not working?

What is the relationship between organization design and firm growth?
What is organizational life cycle, and how it may influence organization design?
What are the rational, emotional, and situational elements of organizational change?

M6

Dimensions of organizational decision making

Types of decisions in organizations
Prescriptive models of decision making
Descriptive models of decision making
Prospect theory
Decision-making biases

What are different types of decisions made in organizations?

What are prescriptive models of decision making?
What are descriptive models of decision making?
What are some of the cognitive biases faced by managers in decision making?
How could we address these managerial biases by organization design?

M7

High commitment work force

High flexibility workforce
Employability vs job security
Career ladders
 Organizational culture

What is organizational culture and where does it come from?

What are some of the major organizational factors that shape culture?
What is the relationship between culture and HR practices?
How do human resource management practices and policies shape culture?
What are some of the major human resource management models, and how do they shape firm culture?

M8

Managerial succession
Strategic tension in organizations
Managerial expectations
Roles of executives: symbolic, responsive, and discretionary roles

How should organizations select and build top management talent?

Why is it hard to be a leader-manager?
What are some of the myths and realities of managing?
What are some of the strategic tensions in organizations?
How are the roles of executives changing?

BADM 544 Alex

M1

Describe some of the foundational ideas in strategy that set the stage for strategic analysis and management.
Define what we mean by mission, values, and vision, and explain what role(s) they play.
Identify what a business model is and how it differs from strategy.
Recognize some key elements/levers in business models and how they interconnect.
Define what coherence and fit mean and explain how they are embodied in the SWOT framework.

Mission, Vision and Values

Strategic intent
Strategic fit
Business models
Internal coherence
SWOT framework
Business models
VARS framework
Value proposition
Economic Value Added (EVA)
Activities, resources and capabilities
Value realization / Revenue Model
Scope of enterprise

M2

Explain why external analysis matters

Analyze a firms macro-environment using the PESTEL framework
Identify key elements of a firms industry
 Explain the core structure-conduct-performance logic of industry analysis
Analyze an industry using the 5-forces framework
Evaluate how profitable or attractive an industry is (or will be)
Avoid common errors in applying 5-forces industry analysis
Revise external analysis in dynamic settings over time
Design strategies to enhance the profitability of an industry

Macro and industry environment

PESTEL framework
Industry effects
Structure-Conduct-Performance paradigm
Five forces framework
Entry barriers
Rivalry between industry competitors
Substitutes
Buyer and Supplier power
Price competition
Differentiation
Scale and scope economies
Learning curve economies
Industry concentration
Exit barriers
Overall industry profitability evaluation
Pivotal force
Complements
Coopetition
Dynamic industry analysis

M3

Explain why competitive advantage is important in business strategy.

Conduct an internal analysis of a business using the conceptual lenses of activities, resources and/or
capabilities.
Explain the difference between value chains and value networks, and use them in internal analysis.
Recognize different types of resources (and capabilities) and identify their role in competitive advantage.
Evaluate when a firm or business may have competitive advantage.
Assess and explain whether and why a competitive advantage is sustainable
Understand barriers to sustaining a competitive advantage and how to overcome them

Internal analysis
Company effects
Activities and value chain
Primary and secondary activities
Value networks
Resources
Tangible and intangible resources
Capabilities
Value and rarity (of activity sets, resources or capabilities)
Competitive parity
Competitive advantage
Sustained competitive advantage
Imitation and substitution (replication)
 Imitation barriers / Isolating mechanisms
Causal ambiguity
Complexity
Tacit knowledge
Property rights
Core competences and core rigidities

M4

Explain how strategic positioning of a business aligns its internal strengths and its external environments.
Compare and contrast the two main types of strategic positioning or generic strategy.
Illustrate how broad and narrow scope combine with these generic strategies to produce competitive
advantage.
Assess a firms current strategic positioning and propose improvements.
Formulate a plan to implement a proposed generic strategy.
Identify the stuck in the middle problem and explain why it would lead to poor performance.
Design a dual strategy and evaluate whether it can succeed.
Recognize when and why strategic renewal of a business is necessary.
Formulate a plan for strategic renewal using the 3-P dynamic capabilities framework.

Strategic positioning or Generic business strategies

Differentiation strategy or Differentiation Advantage
Low cost strategy or Cost Leadership
Broad and narrow scope
Focused differentiation
Focused cost leadership
Internal analysis and strategic positioning
Drivers of cost advantage
Drivers of differentiation advantage
Stuck in the middle
Dual (Integrated) strategies
Strategic renewal
Dynamic Capabilities
Operational or zero-order capabilities
Strategic misalignment
Dynamic Capabilities Framework
Processes, Positions, Paths

M5

Understand the meaning of corporate strategy and its purpose.

Evaluate the costs and benefits of vertical integration.
Explain the costs and benefits of diversification.
Evaluate the costs and benefits of acquisitions.

Corporate Strategy
Vertical Integration
Diversification
Acquisitions

M6
 Understand the concept of globalization and its impact on sustaining competitive advantage.
Evaluate foreign market entry along the investment-control continuum.
Consider alternative strategies for managing across geographic borders.
Describe key factors that lead to national competitive advantage.

Globalization
Modes of Foreign Market Entry
Integration-Responsiveness Framework
Diamond Model of National Competitive Advantage

M7

Understand the role of organizational design for strategy implementation.

Evaluate the benefits and the costs of a multidivisional structure.
Consider the concept of fit between (diversification) strategy and (multidivisional) structure.
Explain the strengths and weaknesses of the matrix structure.

Organizational Design
Multidivisional Structure
Organizational Fit (of Strategy and Structure)
Matrix Structure

M8

Understand the public company and its role in the economy.

Describe the key steps in a stakeholder impact analysis.
Evaluate the pyramid of corporate social responsibility.
Explain the mechanisms of corporate governance that attenuate agency problems.

Public firms (characteristics)

Stakeholder impact analysis
Corporate social responsibility
Corporate governance
Agency problems