Strategic Management

Online OBE Syllabus

Jose Rizal University
Master of Business Administration
Dr. Emiliano T. Hudtohan, AB, BSE, MA, EDD
March 13, 2020
Adjusted: March 14 – 23 Online
Online Session
March 14, 21,
April 4, 18, 25,
May 2, 9, 16 & 23

VISION

JRU will be a market leader in the use of technology for innovation in teaching and learning to produce graduates of social importance.

MISSION

The University aims to develop its students to become useful and responsible citizens through the effective transfer of (relevant knowledge and desirable values.

INSTITUTIONAL OUTCOME

A JRU graduate has the competencies and values in the disciplinal area completed such that he/she is a useful and responsible citizen of the country.

Course Title: STRATEGIC MANAGEMENT

Course Code: DBA GS 245 Saturdays 2.30 - 6.00 PM

Credit Units: 3 units lecture,

Contact Hours: 3.5 hours per week

Course Description: This course focuses on the formulation of the organization’s vision-mission, their goal and objectives, and strategies which considering
the functional of an organization. The updated strategic management introduces the students to multistream strategic management,
quantum perspective on organization, and corporate social responsibility. There are two modes to obtain an MBA degree: Plan A is
Thesis Program and Plan B is non-thesis program. Plan A is recommended for students, who see themselves as future managers,
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 academician, researchers who would like to get into a doctoral program in business administration. The non=thesis program Plan B is
recommended for student who see themselves as future managers and entrepreneurs.

Pre-Requisite: Core and major courses

Placement:

Program Educational Objectives (PEO):

Three to five years after completing the Doctor in Business Administration Program, the graduates will be able to:

1. Exercise high level of critical thinking and decision making;

2. Demonstrate meaningful strategies and techniques in managing and administering the resources of the organization;
3. Apply and analyze learning solutions that support and drive schools and educational settings for improved student achievement and
success;
4. Identify and integrate leadership orientations that align with school improvement and practices; and
5. Exercise professional, ethical behavior that supports institutional mission and allocation of resources to support and achieve institutional
objectives.

Student Outcomes (SO) :

After the completion of the Master in Business Administration program, the graduates shall be able to:
a. Demonstrate knowledge of learning theory, philosophical and historical foundation of corporate management;
b. Use a variety of management leadership strategies to enhance productivity, such as setting vision, mission, goals and objectives, strategic planning and
sound decision-making in a wide range of corporate environments;
c. Apply the skills of interpreting, gathering and conducting business research coupled with developing work standards and accountability of a management
system;
d. Analyze corporate environments so that decision-making and leadership can be developed;
e. Manage human resources, motivate, train and develop learners through different learning modalities to make effective decisions;
f. Synthesize both knowledge and application of corporate management by introducing leadership techniques to lead the organization in both domestic and
multicultural global business settings; and
g. Evaluate the larger political, social, economic, legal, cultural and ecological influences in business through research supported by the theoretical
foundation of change, alter, and expand strategic management initiatives within the business organization..

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Course Learning Outcomes and Relationship to Student Outcomes and Program Educational Objectives

At the end of this course, the students shall be able to:

CLO1: Explain and identify the theoretical foundations of mainstream and multistream strategic management.
CLO2: Utilize the various strategic management tools in formulating and implement the corporate strategic management of a selected company. .
CLO3: Apply and demonstrate the functional aspects of strategic management by presenting a strategic management paper of a chosen company.
CLO Grid: Each CLO vis-à-vis SO and PEO:

CLO SO PEO

CLO1 a, b, c 1, 2

CLO2 a, b, c, d 1, 2, 3

CLO3 a, b, c, d 1, 2, 3

Course Outline:

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 Course Evaluation
Time Frame Topic/Content Learning Teaching/Learning Activity Assessment Rubric applies to
Outcome all 18 sessions

Week 1 Preliminaries – Syllabus CLO1 Faculty-facilitated group discussion and Rubrics on 100% participation
Discussion, Housekeeping Rules, presentation regarding course participation in in the discussion
3.5 hrs. Student Information Sheet, , requirements and overview of CSR and discussion based on:
Election of class coordinator, Good Governance.
Email management -Critical issues
Foundation Concepts raised [25%]
1. JRU Vision-Mission
2. U.N. Principles for Responsible -References
Management Education (U.N. answers citing
PRIME website) authors and books
3. Course main references: title mentioned
Dyck, B. & Neubert, M.I. (2012). [25%]
Management. Singapore:
Cenage Learning Asia Pte. Ltd. -Personal
Taleb, N.N. (2012).Antifragile: experience
Things that gain from disorder. relevant to issues
New York: Random House. [25%]
Hudtohan, E.T. (2017).
Antifragility as a Theoretical -Proposed solution
Lens in Reviewing Corporate and theories to
Social Responsibility problems
Journal of Business, discussed [25%].
Education and Law (BEL),
20(1). SY 2017-2018 ISSN
0117-6455
Hudtohan, E.T. (May-Dec.
2014). Book review: 21st c
century Management
Implications of Martha
Beck’s Finding Your Way in
a Wild New World.. The
Journal of Business Research
and Development, San Beda
College Graduate School of
Business.
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 Week 2 Introduction CLO1 Visual Activity Rubrics on
1.Foundation of Mainstream and Reflection Paper:
3.5hrs Multistream Strategic (ppt. presentation)
Management Personal
Faculty follow –up activity
2. What is quantum organization? experience, plus
3.What is disrupted innovation? (Personal assessment on Mainstream authors cited to
4.What does it take for an and Multistream styles Activity No.1) affirm or
organization to be antifragile? contradict
5.What is strategy and its role in Faculty facilitated discussion on insights and
achieving the objectives of the Research paper at the end of the term theories.
firm? Chapter 1 and 2 of proposal
6.What is Strategy Management
Process?
Week 3 Multistream and Multistream CLO1 Visual Activity
Management
3.3 hrs 1.Newtonian-Cartesian [physical (ppt. presentation)
science] influence in Mainstream Rubrics on
Management Q& A Activity No.2 Presentation
2.Quantum [metaphysical]
Faculty guided presentation of
influence in Multistream
students regarding feasibility titles
Management

Week 4 Quantum Organizations CLO1 Faculty facilitated presentation on Rubrics on

Metaphysical Theories Reflection paper
7 hrs 1.The New Organization
-Transformation: Reflection paper on Quantum
Culture Track Leadership Activity No. 3
Skills Track
Team Track
2.Leadership and the New Science
Participative nature of the
universe
Creative energy of the universe
New Scientific Management
Online Session

March 14, 21,

April 4, 18, 25,

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May 2, 9, 16 & 23

Week 5 1.Strategic Management Paper: CLO2 Student Research Email protocol to

submit sections
3.5 hrs. Introduction Answer Question 2. In what ways do
of Strama Paper
you thing the subject matter in
References: the day after a
strategic business policy course will
given
Pierce II, J.A. & Robinson, R.B. differ from that of your previous
assignment.
(2015).Strategic Management: courses taken?
Planning for Domestic & Global Personal
Question Discuss with practicing
competition.. Singapore: McGraw- research in
managers the strategic management
Hill. Chapter 1: Overview of addition to the
models used in their firms. What are
Strategic Management, Page 3-19 References
the similarities and differences in these
cited.
models and which one is the best?
Use of Google
Scholar and
Strategic Management Paper Google Search
engines to
1. Introduction collect pertinent
data for strategic
1.1. Company Background
and critical
1.2. Current performance analyes..

1.3. Performance Overview Use of Feedback

and Feedforward
II. Methodology: Documentary in Learning
research, interview, and Google search
II. Methodology

Week 6 III. Macro Environmental CLO2 Student Research JRU Strama

Analysis Format
3.5 hrs III. Macro Environmental Analysis
References:
3.1. Social Forces
Konopaske & Ivancevich. (2004).
3.2. Technological Forces
Global Management and
3.3. Economic Forces

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 organizational behavior. Boston: 3.4. Environmental Forces
McGraw-Hill. Chapter 1: Page 3-27
3.5. Political Forces
Pierce II, J.A. & Robinson, R.B.
Mid Term: Submission Strategic
(2015).Strategic Management:
Management Paper
Planning for Domestic & Global
competition.. Singapore: McGraw- 1. Introduction
Hill, Page 88-96
1.1. Company Background

1.2. Current performance

1.3. Performance Overview

II. Methodology

III. Macro Environment Analysis

Week 7 and 8 IV. Industry and Competitor CLO2 Student Research JRU Strama
3.5 hrs Analysis Format
IV. Industry and Competitor Analysis
Reference:
Industry competitors and The
Pierce II, J.A. & Robinson, R.B. competitors
(2015). Strategic Management:
4.1. The industry value chain
Planning for Domestic & Global
competition. Singapore: McGraw- 4.2. Porter’s Jive Forces Model
Hill. Page 109 – 123.
4.3. Strategic Positioning Analysis and
Recommendations

4.4. Market Share, Size, and Growth

Trends

4.5. Competitive Profile Matrix

4.6. External Factor Evaluation Matrix

Week 9 -10 V. Company Analysis. CLO2 Student research JRU Strama

References: Format

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 3.5 hrs Pierce II, J.A. & Robinson, R.B. V. Company Analysis
(2015). Strategic Management:
5.1. Vision Statement
Planning for Domestic & Global
competition. Singapore: McGraw- 5.2. Mission Statement
Hill. Chapter 2, Page 23 – 34
(vision, mission), Page 175-181 5.3. McKinsey’s 7 S Framework
(Internal factor analysis0
5.4. Key Financial Ratio Analysis
Thompson and Strickland. (2001).
5.5. Internal Factor Evaluation Matrix
Strategic Management: Concepts
and Cases. 12th ed.
McGraw-Hill Irwin. ISBN 0-07-
231499-0

Week 1-12 VI. Strategy Formulation CLO2 Individual student Research JRU Strama
Format
3 hrs. References VI. Strategy Formulation

Dyck & Neubert (2012). 6.1. SWOT Analysis

Management. Singapore: Cengage
6.2. Strategic Position and Action
Chapter 9, Page 276 – 278
Evaluation Matrix
(SWOT),
6.3. Boston Consulting Group Matrix
Pierce II, J.A. & Robinson, R.B.
(2015). Strategic Management: 6.4. Grand Strategy Matrix
Planning for Domestic & Global
competition. Singapore: McGraw- 6.5. Internal-External Matrix
Hill. Chapter 6, Page 151 – 165
6.6. Summary of Strategies
(SWOT; Value Chain). Chapter 8,
Page 240 – 266 (Evaluating Cost 6.7. Quantitative Strategic Planning
Leadership, Evaluating Market Matrix
Forces, Evaluating Differentiation
Opportunities, Evaluating Speed as
Competitive Advantage,
Competitive Advantage, Strategy
Choices

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 Week 13 For
Strategy VII; Strategic Objectives CLO3 Individual student research
33hr and Recommended
VII; Strategic Objectives and
Strategies.
Recommended Strategies.
Reference:
. 7.1. Recommended Revised Mission
Dyck & Neubert (2012). and Vision
Management. Singapore: Cengage
7.2. Strategic Objectives

7.2. Recommended Business

Strategies

7.4. Recommended Organizational

Strategy

7.5. Financial Projections

7.6. Overall Evaluation of Strategies

Week 14 VIII. Action Plan and CLO2 Individual student research and
3.5 hrs Departmental Programs compliance for end of the term Strama
Paper
Submission of Final Strama
Paper for Panel Defense
VIII. Action Plan and Departmental
Programs

Course Requirements:

Individual Report Presentation: 25%

Reflection Papers: 25%

Final Paper Chapter 1 and 2 or Concept Paper: 30%

Class Participation: 20%

Grading System

Midterm --------------------------------30%

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 Class Standing 70%

Exam 30%

Final -------------------------------------70%

Class Standing 30%

Term Paper 40%

Exam 30%

Final Grad 100%

References:

BusinessWeek. (2008). Innovation power plays: How the world’s hottest change agents reach
the top of their game. New York: McGraw-Hill
Deardorff, D.S. & Williams, G. (October 23, 2006) Synergy Leadership in Quantum Organizations. The
Tritz Journal.
Dyck, B. & Neubert, M.I. (2012). Management. Singapore: Cenage Learning Asia Pte. Ltd.
Dyer, J., Gregersen, H., & Christensen, C.M. (2011). The innovator’s DNA: Mastering the five
skills of disruptive innovations. Boston, Massachusetts: Harvard Business School Publishing
Godin, Benoît. (2012). Social Innovation: Utopias of Innovation from c.1830 to the Present.
Project on the Intellectual History of Innovation Working Paper No. 11
Govindarajan, V. and Trimble, C. (2010). The other side of innovation: Solving the execution
challenge. Boston, Massachusetts: Harvard Business Review Press.
Goffrey, K. and Mitchell, R. (2010). Innovation management, strategy and implementation using the
pentathlon framework. UK: Palgrave McMillan.
Habaradas, Raymund. (September 2012). Shifting Philanthropic Motives: Shell’s Corporate
Social Initiatives in the Philippines. International Journal of Business and Social
Science, 3, 17.
Hookes, D. (c2011). The ‘Quantum Theory’ of Marxian Political Economy,and Sustainable Development.
http://pcwww.liv.ac.uk/~dhookes/Kingston1.pdf retrieved September 22, 2015.
Hess. D., Rogovsky, N., Dunfee, T.W. (2002). The Next Wave of Corporate Community Involvement:
Corporate Social Initiatives. California Management Review. (44)2.
Hudtohan, E.T. (2017). Antifragility as a Theoretical Lens in Reviewing Corporate Social Responsibility
Journal of Business, Education and Law (BEL), 20(1). SY 2017-2018 ISSN 0117-6455
Hudtohan, E.T. (May-December 2014). Book review: 21st century Management Implications of Martha
Beck’s Finding Your Way in a Wild New World.. The Journal of Business Research and Development, San Beda College Graduate
School of Business.
10
Hudtohan, E.T. (2014). Threefolding and Corporate Social Initiative. A paper delivered at the
Management Organization Department Forum, De La Salle University, Manila on March 4, 2014
Hudtohan, E.T. (2014). Corporate Social Initiative. A paper delivered at the ASEAN Economic
Community 2015: Opportunities and Threats International Seminar at Halu Oleo State University, Kendari, South Sulawesi, Indonesia April 29, 2014.
Hudtohan, E.T. (2016). Managing the Impact of the ASEAN Economic Community on the Mining Industry: A
Quantum Perspective. The Journal of Business Research and Development. (2)2.
Hudtohan, E.T. (2016). Commentary on Taleb’s Antifragility and Duterte’s Presidency. For publication
Jose Rizal University Graduate School Journal.
Insights from across world 50. (2912). Disruptive Innovation with Clay Christensten, Harvard
Business School.
Karakas, F. (Spring 2009). New Paradigms in Organization Development: Positivity, Spirituality, and
Complexity. Organization Development Journal, 27(1)
Kilmann, R.H. (2006). Quantum organizations: A new paradigm for achieving organizational success
and personal meaning. Palo Alto, CA: Davies-Black Publishing.
London, T. and Hart, S.L. (2010). Next Generation Business Strategies for the Base of the Pyramid: New
Approaches for Building Mutual Value: FT Press. ISBN-10: 9780137047895
Martin, Roger L. (January-February 2014). The Big Lie of Strategic Planning. Harvard Business
Review.
Parmar, R., Mackenzie, I., Cohn, D., and Gann, D. (January-February 2014). The New Patterns
of Innovation: How to sue data to drive growth. Harvard Business Review.
Pfitzer, M., Bockstette, V. and Stamp, M. (September 2013). Innovating for Shared Value. Harvard
Business Review.
Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89. 1.
Taleb, N.N. (2012).Antifragile: Things that gain from disorder. New York: Random House.
Taleb, N. N. (2013). Philosophy: ‘Antifragility’ as a mathematical idea. Nature, 494(7438), 430-430.
Taleb, N. &R. Douady. (2012). Mathematical definition, mapping, and detection of (anti) fragility.
Quantitative Finance. http://ssrn.com/abstract=2124595.

Textbook
Thompson and Strickland. (2001). Strategic Management: Concepts and Cases. 12th ed.
McGraw-Hill Irwin. ISBN 0-07-231499-0

Prepared by: Recommending Approval: Approved by: Date Revised:

Dean March 13, 2020

Chairperson
Dr. Emiliano T. Hudtohan
Adjunct Professor

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