Lecture: 2 hours/week
and
Seminar: 2 hours/week
OR
Hybrid: Alternating weeks of lecture and online
OR
Online
To achieve the course objectives, a combination of lecture/seminar, group discussion, and guest speakers will be used to gain student understanding and clarity.
- Strategic management
- The environment and external stakeholders
- Strategic direction
- Organizational resources and competitive advantage
- Strategy formulation at the business unit level
- Corporate level strategy and restructuring
- Strategy implementation through inter-organizational relationships and management of functional resources
- Strategy implementation through organizational design and controls
- Strategies for entrepreneurship and innovation
- Global strategic management and the future
At the end of this course, the successful student will be able to:
- Articulate the traditional and resource based views of strategic management.
- Describe global competitiveness in the hospitality industry.
- Apply socio-cultural, economic, political and technological analysis in a strategic context.
- Apply internal and external analysis and competitive advantage to the business model of a hospitality concern toward demonstrating strategic decision making.
- Relate and apply the concepts of corporate social responsibility, enterprise strategy, ethical frames of reference, corporate entrepreneurship and innovation to strategic management.
- Demonstrate cost reducing and revenue enhancing strategic leadership.
- Define a competitive set for a hospitality concern and design sustainable and competitive strategies.
- Assess vertical integration and diversification strategies.
- Critique recent mergers, acquisitions and strategic restructuring.
- Describe stakeholder management in the tourism industry and differentiate and define stakeholder management in foreign environments.
- Describe entrepreneurial enterprises including franchising.
- Examine global strategic management and envision the future.
- Articulate the strategic management process – situation analysis, strategy direction, strategy formulation and implementation.
Assessment will be in accordance with the Douglas College Evaluation Policy.
| Case study analysis | 10-20% |
| Critical thinking and application, through presentations and group discussion | 15-20% |
| Group project and presentation | 15-25% |
| Individual assignment | 20-30% |
| Final exam | 25% |
| Total | 100% |
To pass the course, students must achieve a cumulative grade of 50% on a weighted average basis in all non-group assessments as well as 50% overall in the course.
Students must write midterm(s) and final examination to pass the course.
Students may conduct research as part of their coursework in this class. Instructors for the course are responsible for ensuring that student research projects comply with College policies on ethical conduct for research involving humans, which can require obtaining Informed Consent from participants and getting the approval of the Douglas College Research Ethics Board prior to conducting the research.
Nigel Evans, Strategic Management for Tourism, Hospitality and Events (latest edition).
or similar content in textbook(s) or materials as approved by department.
Use of only Commerce and Business faculty approved calculator.