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Master Syllabus

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Administrative Unit: Business Administration Department
Course Prefix and Number: MGMT 479
Course Title: Strategic Management
Number of:
Credit Hours 3
Lecture Hours 3
Lab Hours 0
Catalog Description:

Culminating experience capstone course for majors in business administration. Requires case/report writing and the ability to integrate material from previous courses to analyze and resolve complex business strategic planning problems. Completion with a grade of C or higher required. Prerequisites: Senior status, completion of a minimum 33 hours of core requirements, including FINC 350, and at least six hours of upper-level courses within the identified major.

Prerequisite(s) / Corequisite(s):

Senior status, completion of a minimum 33 hours of core requirements, including FINC 350, and at least six hours of upper-level courses within the identified major.

Course Rotation for Day Program: Offered Fall and Spring.
Text(s): Most current editions of the following:

Strategic Management
By Wheelen, Thomas and David Hunger (Prentice Hall)
Crafting and Executing Strategy
By Thompson, Arthur, A.J. Strickland, and John Gamble (McGraw-Hill)
Strategic Management
By Dess, Gregory, G.T. Lumpkin, and Marilyn Taylor (McGraw-Hill)
Course Learning Outcomes
  1. Apply business concepts learned in earlier course work to the strategic decision-making process.
  2. Perform environmental analyses on case histories and/or in-class simulations.
  3. Analyze the results of strategic decisions from business case histories or in-class simulations.
  4. Evaluate business models and describe how they act in concert with their overall strategies to ensure sustainable competitive advantage.
  5. Create a strategic plan for a proposed business venture or in-class simulation.
Major Topics/Skills to be Covered:

A primary purpose of the culminating experience course is to assess learning outcomes in the discipline major. It demonstrates the following set of characteristics:

  • The experience occurs after completion of appropriate foundational skills, electives and requirement courses.
  • Assessment instruments used in the experience measure student achievement of the stated learning objectives for the discipline.
  • Departmental faculty use the information provided through assessment to improve course content, teaching, and learning in the discipline majors.
  • Strategic management process
  • Corporate governance and structure
  • External environmental analysis
  • Internal resource-based analysis
  • Strategic factors analysis (SWOT/TOWS)
  • Generation of strategic alternatives based on resource analysis
  • Evaluation of strategic alternatives and implementation processes
  • Implementation of strategic alternatives
  • Evaluation and monitoring strategic decisions

Recommended maximum class size for this course: 15

Library Resources:

Online databases are available at You may access them from off-campus using your CougarTrack login and password when prompted.

Prepared by: Patrick Feehan Date: April 15, 2015
NOTE: The intention of this master course syllabus is to provide an outline of the contents of this course, as specified by the faculty of Columbia College, regardless of who teaches the course, when it is taught, or where it is taught. Faculty members teaching this course for Columbia College are expected to facilitate learning pursuant to the course learning outcomes and cover the subjects listed in the Major Topics/Skills to be Covered section. However, instructors are also encouraged to cover additional topics of interest so long as those topics are relevant to the course's subject. The master syllabus is, therefore, prescriptive in nature but also allows for a diversity of individual approaches to course material.

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