DE LA SALLE UNIVERSITY

COURSE SYLLABUS

COLLEGE: Ramon V. del Rosario College of Business - Graduate School

DEPARTMENT: Management and Organization
COURSE CODE: Strategic Management [STRAMA] BUS835M
COURSE CREDIT: 3 Units
DEGREE PROGRAM: Master in Business Administration
TERM: 2nd Term, AY 2019-2020
CLASS SCHEDULE: Saturday
CLASSROOM: Makati Campus, 5F RCBC Plaza, Ayala Avenue cor. Sen. Gil Puyat
FACULTY: JOSEPH N. PANGILINAN ([email protected])
FB GROUP:
CONSULTATION HOURS – By Appointment via email
COURSE DESCRIPTION:
The focus of this course is on integrating management of the entire organization. The course will familiarize the MBA student
with the perspective of general management as contrasted with previous courses where the focus was on managing one
specific functional area of management.

The course will cover the roles and responsibilities of strategic leaders and general managers which includes the formulation
and implementation of strategy. It includes such concepts as strategic vision and objectives; value chain, process, basis and
context of strategy; and, interrelations between corporations and their environments.

Emphasis is on environmental scanning, planning and control; evaluation of strengths and weaknesses; allocation of
resources; development of competitive advantages; managing strategic change; implementation of strategies; and,
measurement of corporate performance.

LEARNING OUTCOMES (LO):

On completion of the course, based on the Expected La Sallian Graduate Attributes (ELGA), the student is expected to
be able to do the following:

LEARNING OUTCOMES (LO):

ELGA LEARNING OUTCOME
Critical and Creative Thinker LO1. Able to generate sustainable value for business and society at large.
LO2. Able to explore business and organization ideas critically
LO3. Analyze problems and come up with the decisions based on sound reason
LO4. Constructively challenge the status quo and come up with innovative
alternatives in approaching problems or opportunities
Effective Communicator LO5. Communicate effectively, change initiatives and plan in an organizational
and systems context
LO6. Express business and organizational ideas clearly and persuasively to aid in
management decision, organizational improvement, systems development
and various stakeholders’ interest
LO7. Relate effectively with people of different backgrounds
LO8. Listen and obtain feedback from stakeholders
Reflective Lifelong Learner LO9. Search continuously for higher purpose and deeper meaning of work and
promote these to others
LO10. Engage in conceptual and empirical research that advances understanding
of roles, dynamics and impact of corporations in the creation of sustainable
social, environmental, and economic value
Service-driven, Ethical, and Socially LO11. Partner with managers to meet social and environmental challenges and
Responsible Citizen explore effective and morally sound approaches to meet these
LO12. Work for inclusive and sustainable organization as well as the local and
global economies

Technically and Proficient and LO13. Be a competent and socially responsible business leaders for the local and
Competent Professionals and Leaders global market that will help business organizations become robust
organizations that could serve as engines of economic growth and
development
LO14. Inspire and build high performance teams and organizations

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FINAL COURSE OUTPUT:
There shall be an integrating Strategic Management [ STRAMA ] Individual Final Term Paper.

The main methodology for learning however, will be the application of concepts and frameworks through Written
Case Analysis, and Case Group Presentations, aside from lectures on concepts and frameworks. As evidence of
attaining above learning outcomes, students are required to submit requirements herein, during the indicated dates of
the term. Cases and readings are subject to change / update as the need arises.

LEARNING PLAN

LEARNING TOPIC WEEK #/ ACTIVITIES

OUTCOME Date
LO2, LO3, LO4, Course Overview: What is 1 Readings: (1) Gamble, Thompson, Peteraf, 6e;
LO7, LO9, LO10, Strategy and Why is it Essentials of Strategic Management . Boston:
LO13 Important? McGraw-Hill. Chapter One, "Strategy, Business
Models, Competitive Advantage. "

What is Strategy and Why is it Important?

15-Jan Activities: Administrative Matters/; Election of

Officers, Case Assignments; Online Class
groups
LO2, LO3, LO6, Leading the Process of 2 Readings: (1) Gamble, Thompson, Peteraf, 6e;
LO9 Crafting and Executing Essentials of Strategic Management Chapter 2, "
Strategy -- Vision, the Process of Crafting and Executing Strategy."
Objectives, Strategy

(2) James Collins and Jerry Porras. "Building

Your Company's Vision." [to be uploaded on FB
page]

Written Case Analysis #1 COSTCO Case 2,

Gamble, Thompson, Peteraf 6ed

22-Jan Activities: Class Elections, CV, Personal Vision

2020 [to be provided], Case Presentation
LO1-LO7, L08, External Environment 3 Readings: (1) Gamble, Thompson, Peteraf, 6e;
LO13 Assessment: Industry and Essentials of Strategic Management . Boston:
Competitive Environment McGraw-Hill. Chapter 3: "Analyzing the Firm’s
External Competitive Environment." External
Assessment

(2) Michael Porter. Competitive Strategy.

"Chapter 1: The Structural Analysis of
Industries"

Written Case Analysis #2: JA Umaji Agricultural

Cooperative Case, Bruce Sugiura (to be
provided)

29-Jan Activities: Group Case Presentation, Q&A. ,

Written Case Analysis, Plenary Discussion.
LO1-LO7 Internal Environment 4 Readings: (1) Gamble, Thompson, Peteraf, 6e;
Assessment: Resources Essentials of Strategic Management . Boston:
and Resource Capabilities McGraw-Hill. Chapter 4: "Evaluating a
Company's Resources, Cost Position, and
Competitiveness."

Michael Porter. (2) Competitive Advantage.

"Chapter 2: The Value Chain and Competitive
Advantage."

Written Case Analysis #3: SONY MUSIC and

the Evolution of the Music Industry.

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 Value Chain Analysis. 5-Feb Activities: Group Case Presentation, Q&A.
Financial Ratio Analysis. Written Case Analysis Value Chain Case
Analysis. Plenary Discussion.
L01 -L07, LO9 Generic Competitive 5 Readings: (1) Gamble, Thompson, Peteraf, 6e;
LO11, LO12, LO13 Strategies Essentials of Strategic Management . Boston:
McGraw-Hill. Chapter 5: "The Five Generic
Competitive Strategies."

Thompson and Strickland, Chapter 6: (Gamble)

Supplementing the Chosen Competitive
Strategy: Other Important Business Strategy
Choices and Competitive Strategies

Written Case Analysis #4: FITBIT, Inc. in

2017.p.271 Gamble, Thompson, Peteraf, 6e;
Essentials of Strategic Management

12-Feb Activities: Chapt 5., Gamble, Thompson,

Peteraf. 6e, Plenary Discussion

CAPITALISM 2 – Business Simulation Game,

ROUND ONE.

Submission of Module 1-2 of Final Term

Paper.

LO1-LO7 Generating Alternatives: 6 Readings: David, F., Strategic Management,

Strategic Analysis and 13th Ed. Chapter 6: Strategic Analysis and
Choice Choice; Gamble, Thompson, Peteraf, 6e;
Essentials of Strategic Management, Chapter 6
Other Generic Strategies .

Porter, M Competitive Strategy. Chapter 7

Structural Analysis Within Industries.

Written Case Analysis #5: AIRBNB in 2017.

p.233., Gamble, Thompson, Peteraf, 6e;
Essentials of Strategic Management .
Amazon.com
Written Case Analysis #4: UBER: Driving
Change in the Transport Industry.

19-Feb Activities: Group Case Presentation, Plenary

Discussion., Written Case Analysis
7 Readings: Gamble, Thompson, Peteraf, 6e;
Business Simulation Game Essentials of Strategic Management . Boston:
McGraw-Hill. Chapter 7, "Strategies for
Competing in Foreign Markets."

26-Feb Chapter 8, "Diversification: Strategies for

Managing a Group of Businesses."

LO1-LO7, LO13 Strategies for Competing Readings: (1) Gamble, Thompson, Peteraf, 6e;
in Foreign Markets, Ch7, 8 Essentials of Strategic Management . Boston:
Diversification Strategies McGraw-Hill. Chapter 7, "Strategies for
Ch8 Competing in Foreign Markets."

4-Mar Activities: CAPITALISM 2 – Business

Simulation Game, ROUND TWO

Submission of Module 1-3 of Final Term Paper.

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LO1-LO7, LO9 Ethical Business 9 Readings: (1) Gamble, Thompson, Peteraf, 6e;
Strategies, Social Essentials of Strategic Management . Boston:
Responsibility, and McGraw-Hill. Chapter 9, Ethics Business, and
Environmental Social Responsibility, Vocation of a Business
Sustainability Ch9 Leader. 2) Research on CST / Lasallian
Values, and Markullan Principles of Ethics and
Social Responsibility
11-Mar
Written Case Analysis #5: AIRBNB in 2017.
p.233., Gamble, Thompson, Peteraf, 6e;
Essentials of Strategic Management .
Amazon.com

Gamble, Thompson, and Peteraf, Crafting and

Executing Strategy, 6th Ed. "

Activities: Group Case Presentation, Plenary

Discussion., Written Case Analysis
LO1-LO7 Organizing to Execute 10 Readings: (1) Thompson and Strickland,
Strategy. Chapter 10 15th Ed, "Building an Organization
Capable of Good Strategy Execution". (2)
McKinsey 7-S Framework (See FB)
18-Mar
Written Case Analysis #6: "Google’s Strategy in
2017." Gamble, Thompson, Peteraf 6ed.

Activities: Group Case Presentation, Plenary

Discussion., Written Case Analysis

Submission of Final Paper Modules 1-4;

LO1-LO7. L08, LO9 Managing Internal 11 Readings: (1) Thompson and Strickland, 15th
Operations to Execute Ed. Chapter 11: Managing Internal
Strategy Operations: Actions That Promote Good
Strategy Execution, (2) What is the Theory of
Constraints? By Eliyahu Goldratt (See FB).

25-Mar Written Case Analysis #7: Bu Muzanah Case

by Dr. Rochelle Divinagracia [see FB], c/o
Philip Juico

Activities: Submission of Module 1-6 of Final

Term Paper. Group Case Presentation, Plenary
Discussion., Written Case Analysis
LO1-L07, LO8, LO9, Corporate Culture and 12 Readings: Thompson and Strickland. 15th Ed.
LO12, LO13 Leadership: Keys to Good Chapter 12: "Corporate Culture and
Strategy Execution Leadership: Keys to Good Strategy Execution."

Case Analysis #8: Amazon.com

1-Apr Activities: Group Case Presentation, Plenary

Discussion., Written Case Analysis

Submission of Final Paper Modules 1-5;

Business Simulation Game
Reading: Gamble, Thompson, Peteraf, 6e;
Essentials of Strategic Management . Boston:
McGraw-Hill. Chapter 8, "Diversification:
Strategies for Managing a Group of
Businesses."

Activities: CAPITALISM 2 – Business

Simulation Game, ROUND THREE,
Diversification

Submission of Final Paper Modules 1-6

LO1-LO14 Balanced Scorecard 13 SPECIAL LECTURE : Paul R. Niven.
"Balanced Scorecard Step-by-Step: Maximizing
Performance and Maximizing Results." Part

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 One, Introduction to Performance Measurement
and the Balanced Scorecard” pp;1-25

Submit FINAL 8-Apr Activities: Submission Individual Final Paper

INDIVIDUAL TERM Modules 1-7 Presentations, Seatwork/
PAPER MODULES 1-7 Discussion
LO1, LO5, LO6, 7S and Strategy 15-Apr Readings: McKinsey - 7S Implementation
LO8, LO9, LO11, Implementation Framework
LO13, LO14
Course Integration Seatwork/ Discussion 7S/Implementation

Class Party Activities: Presentations of Final Papers

(optional)

Cases Subject to Updating, depending on discretion of the professor/ Department and/or University authorities.
ASSIGNED READINGS – Preparation is the best preparation for pressure. For maximum learning, every student is required to access and read all
assigned readings, before every session. Case Analyses shall be done based on the case method, with emphasis on the specific topics for each Session.
All groups shall meet (online or otherwise) to prepare and submit a Written Case Analysis, with emphasis on the topic for the Session, and questions
asked if any. For every session, one group will be pre-assigned to prepare a formal Case Group Presentation - roughly 20 to 30 minutes, presentation
and Q&A - followed by plenary discussion, and when necessary, formal lecture or in-class exercise.

IMPORTANT NOTE ON GROUPINGS – The professor reserves the right to arrange members of the class into TEAMS based on his own criteria.
The Class will be divided into six (6) TEAMS of 4-5 members each. There are twelve (12) cases in total, and each formed TEAM will be assigned two
(2) each, for purposes of Group Case Presentations. All TEAM’s however, will be required to submit Written Case Analyses for all cases. The
sequence of TEAM presentations will be assigned based on lottery. Each TEAM will formally present Cases at least once, but all other TEAMS are
expected to work together to read, analyze, and submit all cases, and participate in discussions.. As motivation for readings and case preparation, each
student must be prepared to come up in front ad continue the Case presentation, impromptu, when called to do so.

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RUBRIC’S FOR ASSESSMENT:

RUBRIC FOR REQUIRED OUTPUT: INDIVIDUAL FINAL TERM PAPER

LEARNING Outstanding Very Satisfactory Satisfactory Developing
OUTCOME
4.0 3.5 3.0 2.5
LO1. Able to Submitted work and Submitted work and Submitted work and Submitted work and presentation
generate presentation manifest qualities presentation manifest presentation methodically minimally apply STRAMA
sustainable value of advanced application of qualities of advanced apply STRAMA concepts concepts and frameworks to
STRAMA concepts and application of STRAMA and frameworks to rationally rationally generate value for the
for business and
frameworks to rationally concepts and frameworks formulate clear, viable, subject business / organization, its
society at large. formulate clear, viable, to rationally formulate executable strategies which employees and shareholders, i.e.
executable strategies – and clear, viable, executable explicitly specify how value if strategies formulated are
strategy implementation tasks - strategies - which explicitly will be generated for all actually executed.
which explicitly specify how specify how superior value stakeholders of the subject
superior value will be will be generated for all business / organization,
generated for all stakeholders stakeholders of the subject namely, investors,
of the subject business / business / organization, employees, customers,
organization, namely, namely, investors, suppliers, members of the
investors, employees, employees, customers, community and the
customers, suppliers, members suppliers, members of the environment.
of the community, the community and the
environment, and society at environment.
large.
LO3. Analyze Submitted work and Submitted work and Submitted work and Submitted work and presentation
problems and come presentation are outstanding, presentation clearly presentation demonstrate minimally apply basic logical
up with the clearly manifesting qualities of manifest qualities of basic application of structure of problem analysis,
superior application of advanced application of STRAMA concepts and decision-making based on sound,
decisions based
STRAMA concepts and logical STRAMA concepts and logical frameworks learned objective reasoning.
on sound reason. frameworks learned with logical frameworks learned with respect to situational
Applies the respect to situational analysis, with respect to situational analysis, problem analysis
appropriate problem analysis and decision- analysis, problem analysis and decision-making, arriving
frameworks in making. Recommended and decision-making; at recommended strategies
analyzing the strategies are based on sound, Recommended strategies using sound, data and
competitive data and evidence-based are based on sound, data evidence-based reasoning.
situation, both reasoning, with proper and evidence-based
identification of the nature of reasoning, with proper
internal and
the problem, solution identification of the nature
external alternatives that effectively of the problem, solution
environments, and eliminate the root cause, and alternatives that effectively
uses data attain corporate objectives. address the root cause of
appropriately - no the problem.
speculation- to
arrive at
conclusions and
strategic
recommendations
LO4. Submitted work and Submitted work and Submitted work and Submitted work and presentation
Constructively presentation extensively and presentation innovatively presentation satisfactorily minimally apply the lessons on
challenge the status innovatively apply the TOWS, apply the TOWS, SPACE, apply the lessons on TOWS, TOWS, SPACE, BCG matrices,
SPACE, BCG matrices, and BCG matrices, and other SPACE, BCG matrices, and and other STRAMA frameworks
quo and come up
other STRAMA frameworks to STRAMA frameworks to other STRAMA frameworks to generate alternative strategies
with innovative generate fresh, new alternative generate alternative to generate alternative for the subject business/
alternatives in strategies that are distinctly strategies that are different strategies that are consistent organization.
approaching different from current from current strategies, that with conclusions about the
problems or strategies, and consistent with are consistent with internal and external
opprtunities conclusions about the internal conclusions about the environments of the subject
and external environments of internal and external business/ organization, ..
the subject business/ environments of the subject
organization, .. business/ organization, ..
LO5. Submitted work clearly Submitted work and Submitted work makes Submitted work and presentation
Communicate describes the proposed Vision, presentation describes attempts to state proposed makes attempts to state the
effectively, change Objectives, and Strategies in proposed Vision, Vision, Objectives, and proposed Vision, Objectives, and
initiatives and plan accordance with taught Objectives, and Strategies Strategies in accordance Strategies in accordance with
frameworks, using clear and in accordance with taught with taught frameworks, taught STRAMA frameworks,
in an correct business English, to frameworks, using clear using clear and correct with no glaring errors in English
organizational and communicate the thesis and and correct English to English to communicate grammar and syntax which affect
systems context arguments of the author. communicate the thesis and the thesis and arguments of the understandability of the work.
Proposed Strategies are arguments of the author. the author. There are Proposed Strategies seem
coherent and comprehensive to Proposed Strategies are noticeable grammatical sufficient to attain stated
attain Objectives stated using coherent and errors, but the message of Objectives, but may noticeably
the SMART framework. comprehensive to attain the author remains leave out elements of the SMART
Vision Statement balances core well-defined Objectives. understandable.. Proposed framework, or fail to align with
ideology with the envisioned Vision Statement balances Strategies are sufficient to the context/ environment.
future. Strategies are aligned to core ideology with attain Objectives, and
t he subject's core purpose, envisioned future. clearly stated according to
external environment, and Strategies are generally the SMART framework.
vividly describes the aligned with context/ Strategies are aligned with
envisioned future There are no environment. There are few the context /environment.
language errors. The paper is noticeable language errors,
written with good organization but the message of the
and coherence. author is still clear and
understandable.

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LO8. Listen and Submitted work and Submitted work and Submitted work and Submitted work and presentation
obtain feedback presentation makes extraordiny presentation deliberately presentation makes attempts makes attempts to obtain
from stakeholders applications of various means used various means of to obtain and apply information about the key
of listening, obtaining listening, obtaining information and actual implementers, shareholders,
feedback, and information feedback, and applying feedback from key employees, and other stakeholders
gathering from key relevant information from implementers, employees, of the subject business/
implementers, research key implementers, and customers, suppliers, organization.
institutions, and internal and other internal and external shareholders, and other
external stakeholders of the stakeholders of the subject stakeholders of the subject
subject business/ organization, business/ organization. business/ organization.
including broad societal
expectations.
LO10. Engage in Submitted work and Submitted work and Submitted work and Submitted work and presentation
conceptual and presentation sets specific, presentation sets corporate presentation sets corporate attempts to research from
empirical research measurable, realistic, and time- social, strategic, and social objectives that promise secondary sources about broad
bound corporate strategic, financial objectives that to contribute sustainable societal expectations, and
that advances
financial and social objectives contribute sustainable value to society, the economy proposes sound strategies on how
understanding of that contribute sustainable societal, environmental and and the environment. It the subject business/ organization
roles, dynamics societal, environmental and economic value. It engages engages in actual research on can contribute sustainable societal
and impact of economic value. It engages in in research on broad broad societal expectations, value.
corporations in the research on broad societal societal expectations, and and proposes strategies on
creation of expectations, and proposes proposes strategies on how how to implement these
sustainable social, strategies on how to to realistically implement strategies.
environmental, and realistically implement these these strategies.
strategies.
economic value

RUBRIC FOR REQUIRED OUTPUT: GROUP CASE PRESENTATION

LEARNING Outstanding Very Satisfactory Satisfactory Developing
OUTCOMES
4.0 3.5 3.0 2.5
LO2. Able to Submitted work and Submitted work and Submitted work and Submitted work and presentation
presentation clearly uses presentation uses STRAMA presentation attempts to attempts to analyze issues,
explore business
STRAMA frameworks to frameworks to objectively analyze issues, concerns, concerns, and events, in forming
and organization objectively analyze and analyze issues, concerns, and and events, based on ideas and conclusions about the
ideas critically critically evaluate relevant events, based on relevant relevant facts, in order to subject business/ organization's
facts, issues, concerns, and facts, order to form form conclusions about the environment.
events, in order to form conclusions about the subject subject business/
conclusions about the subject business/ organization's organization's situation and
business/ organization's industry and external environment.
industry and external environment, and its internal
environment, and its internal resources and capabilities.
resources and capabilities.
LO3. Analyze Submitted work and Submitted work and Submitted work and Submitted work and presentation
presentation extensively presentation manifest presentation apply basic minimally apply basic logical
problems and
manifest qualities of superior qualities of superior problem logical structure of structure of problem analysis and
come up with the problem analysis and analysis and decision-making problem analysis and decision-making based on sound
decisions based decision-making -- proper -- proper identification of the decision-making based on reasoning.
on sound reason identification of the nature of nature of the problem, root sound, evidence-based
the problem, root cause, cause, solution alternatives, reason.
solution alternatives, etc. -- etc. -- based on sound,
based on sound, evidence- evidence-based reasoning.
based reasoning, and beyond
expectations of the course.
LO5. Submitted work clearly Submitted work and Submitted work makes Submitted work and presentation
describes the proposed presentation describes attempts to state proposed makes attempts to state the
Communicate
Vision, Objectives, and proposed Vision, Objectives, Vision, Objectives, and proposed Vision, Objectives, and
effectively, Strategies in accordance with and Strategies in accordance Strategies in accordance Strategies in accordance with
change initiatives taught frameworks, using with taught frameworks, with taught frameworks, taught STRAMA frameworks,
and plan in an clear and correct business using clear and correct using clear and correct with no glaring errors in English
English, to communicate the English to communicate the English to communicate grammar and syntax which affect
organizational
thesis and arguments of the thesis and arguments of the the thesis and arguments of the understandability of the work.
and systems author. Proposed Strategies author. Proposed Strategies the author. There are Proposed Strategies seem
context are coherent and are coherent and noticeable grammatical sufficient to attain stated
comprehensive to attain comprehensive to attain well- errors, but the message of Objectives, but may noticeably
Objectives stated using the defined Objectives. Vision the author remains leave out elements of the
SMART framework. Vision Statement balances core understandable.. Proposed SMART framework, or fail to
Statement balances core ideology with envisioned Strategies are sufficient to align with the context/
ideology with the envisioned future. Strategies are attain Objectives, and environment.
future. Strategies are aligned generally aligned with clearly stated according to
to t he subject's core purpose, context/ environment. There the SMART framework.
external environment, and are few noticeable language Strategies are aligned with
vividly describes the errors, but the message of the the context /environment.
envisioned future There are author is still clear and
no language errors. The paper understandable.
is written with good
organization and coherence.
LO8. Listen and Submitted work and Submitted work and Submitted work and Submitted work and presentation
presentation makes presentation deliberately used presentation makes makes attempts to obtain
obtain feedback
extraordinary applications of various means of listening, attempts to obtain and information about the key
from stakeholders various means of listening, obtaining feedback, and apply information and implementers, shareholders,
obtaining feedback, and applying relevant information actual feedback from key employees, and other
information gathering from from key implementers, and implementers, employees, stakeholders of the subject
key implementers, research other internal and external customers, suppliers, business/ organization.
institutions, and internal and shareholders, and other

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 external stakeholders of the stakeholders of the subject stakeholders of the subject
subject business/ business/ organization. business/ organization.
organization, including broad
societal expectations.
LO14. Inspire Submitted work and Submitted work and Submitted work and Submitted work and presentation
presentation vividly describe presentation vividly describe presentation describe minimally propose strategy-
and build high
strategy implementation tasks strategy implementation tasks strategy implementation implementation tasks that
performance that will inspire high that will inspire high tasks that will inspire high promote execution of proposed
teams and performance and promote performance and promote performance and promote strategic actions and decisions, in
organizations execution of proposed execution of proposed execution of proposed the subject business/
strategic actions and strategic actions and strategic actions and organization.
decisions, and ultimately decisions, and ultimately decisions, in the subject
create a strategy supportive create a strategy supportive business/ organization.
corporate environment in the corporate environment in the
subject business/ subject business/
organization; including but organization.
not limited to tasks involving
structure, systems, skills,
staff, shared values, and
leadership style.

TERM REQUIREMENTS and GRADING SYSTEM :

The student will be assessed during the term according to the following:
● Written Cases and Seatworks
● Group Case Presentations
● Capitalism II Business Game
● Recitation and Class Participation

The student will be graded according to the following:

Group Cases, Seatwork’s, & Presentations 40%

Recitation, Participation, and Peer Evaluation 20%
Capitalism II: Simulated Business Game Results 10%
Final Paper (Group) 20%
Final Examination 10%
Total 100%

PASSING GRADE: 70%

TEXT / MATERIALS:
Gamble, Thompson, Peteraf. 6th Ed Essentials in Strategic Management: the Quest for Competitive Advantatge

REFERENCES/ READINGS:

Porter, M. (2004), Competitive Strategy: Techniques for analyzing industries and competitors.
New York: Free Press
Thompson, A. & Strickland, A. (2010), Strategic Management: Concepts and Cases, 15th Edition.
Boston: McGraw-Hill

CLASS POLICIES:
It is the mission of Management and Organization Department (MOD) to train its students in the highest levels of
professionalism and integrity. In support of this goal, academic integrity is highly valued at GSB and violations are
considered serious offenses. Examples of violations of academic integrity include, but are not limited to, the following:

1. Textbooks, Simulations, Business Games, and other published work to be utilized by students must be originally
purchased.
2. Plagiarism-using ideas, data or language of another without specific or proper acknowledgement .Example:
Copying text from a website without properly citing the page URL, using a crib sheet during an examination.
3. For a clear description of what constitutes plagiarism as well as strategies for avoiding it, students may refer to
the Writing Tutorial Services web site at Indiana University using the following link:
http://www.indiana.edu/~wts/wts/plagiarism.html.
4. For citation styles, students may refer to http://www.uwsp.edu/psych/apa4b.htm
5. Cheating –using unauthorized assistance, materials, or study aids during examination or other academic work.
Examples: using a cheat sheet during quizzes or exams, or use of case notes of alumni or other sources.
6. Fabrication – submitting contrived or improperly altered information in any academic requirements. Example:
making up data or changing data to bias interpretation for a research project, citing nonexistent or sources.

As Section 13.3.1 of the DLSU Student Handbook explains, a major offense, which merits any of the sanctions defined
in Sec. 13.4.1, includes the following:
13.3.1.1 Cheating in any form during an examination, test, or written reports including reaction papers, case
analysis, experiments or assignments required. The act of cheating includes but is not limited to the following:
13.3.1.1.1 Unauthorized possession of notes or any material relative to the examination or test whether the student

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 actually uses them or not.

13.3.1.1.2 Copying or allowing another to copy from one’s examination papers. In the latter case, both parties are
liable.
13.3.1.1.3 Glancing or looking at another student’s examination paper, or allowing another student to glance or
look at his or her examination paper.
13.3.1.1.4 Communicating with another student or any person in any form during an examination or test without
permission from the teacher or proctor. This includes leakingexamination questions to another or other students.
Having somebody else take an examination or test for one’s self or prepare a required report or assignment. If both
parties are students, both are liable.
Plagiarism and other forms of academic dishonesty as set forth in Sec. 4.17.

Reference:
DLSU Student Handbook
Code of Academic Integrity and Charter of the Student Disciplinary System of the University of Pennsylvania at:
http//:www.upenn.edu/almanac/v43/n03/codechar.html.
Revised: Jan. 17, 2014, Joseph N,. Pangilinan