Strategic Management Online - CMA Accelerated Program For Members

August 06 2012

Strategic Management Online - CMA Accelerated Program For Members logo

Strategic Management Online - CMA Accelerated Program For Members

Objectives
The purpose of the Strategic Management sessions is to:

• Fulfill pre-requisite knowledge requirements to qualify for the Entrance Exam;
• Introduce competency map concepts;
• Introduce an integrative approach to topics;
• Develop students’ abilities to apply theoretical knowledge in both abstract and situational contexts and provide (limited) practice in approaching integrated cases; and
• Improve students’ performance in the Strategic Leadership Program.

Functional Topic Areas
The following main functional topics will be covered:

• Strategic Management – this will be the focus of the sessions and will include an overview of Risk Management and Governance
• Marketing
• Human Resource Management and Organizational Design
• Operations Management (overview)
• Information Technology Management (limited overview)

Given the global nature of today’s business environment, international business considerations will be considered with each topic applicable topic area. 

The Sessions
The Strategic Management sessions are intensive and require a high level of commitment to complete.  There is a considerable amount of readings required. In addition to the readings, session preparation also involves individual preparation for discussion of short cases and two assignments. 

Sessions will include pre-tests, concept discussions, case problems, and a comprehensive review.  Post-reviews will be available to reinforce concepts.

The delivery format will include lecture, large group discussion of cases and problems, and well as small group work.  This format will introduce you to the delivery methods used in the Strategic Leadership Program.  The same interactive format is used for distance delivery and students are expected to participate verbally in small group work (a microphone is required.)

You are expected to participate actively in the sessions.

Text:
Robbins, S.P., Coulter, M. & Langton, N. (2009).  Fundamentals of Management, Sixth Canadian Edition. 
Toronto: Pearson Education Canada.

Course Notes:
CMABC Course notes will cover topics not included in the text: 

• Marketing Management Notes
• Operations Management Notes
• Risk Management & Governance Notes

Other:
Students who have not taken a basic Marketing course are encouraged to obtain an introductory Marketing text to use as a reference, both for this course and during the course of professional studies.  The following is an example of one text, which provides a good overview of marketing principles:

Armstrong, G, Kotler, P., Cunningham, P., Mitchell, P. & Buchwitz, L.A.  (2007) Marketing: An Introduction, Second Canadian Edition.  Toronto: Pearson Education Canada.

In addition, several Management Accounting Guidelines available on the CMA Canada website and a number of articles in the CMA Online Library are assigned as optional readings.  To sign in to the Online Library, go www.cma-canada.org and click ‘Online Library’. Your username is the first initial of your first name and your last name, spelled as one word. Your password is your Member ID. Please refer to each session for reading details. 

Pretests, Post-reviews, and Assignments
Sessions may use pretests to assess knowledge level skills.  An eighty percent completion rate is required on the pretests to pass the Accelerated Program.  This requirement underscores the commitment required and the concentration on comprehension and application of the sessions. 

It is recommended that students use post-reviews to provide practice with multiple-choice questions and to provide feedback. These are accessible through the portal. Post-reviews also serve as practice exams prior to the actual Accelerated Program Exams. Post-reviews are available for one week only from the date of the corresponding session.Note that members taking the course as a refresher are not required to write the exam.

Assignments will be qualitative in nature and will be reviewed during the sessions.

• Assignment I is a practice assignment, given in session 2, due in session 4.
• Assignment II is a marked assignment, given in session 5 and due in session 7. 

Schedule
The session schedule given in this document informs students of the syllabus coverage, readings, and problems of each session and what to prepare. The schedule may be modified to suit the needs of the Program.

Comprehensive Review
A comprehensive review on all topics is scheduled for the last session.  This will take the form of a multiple-choice review, although a few short answer questions may be included.  Following individual completion, answers will be reviewed.  The session will also provide an opportunity to review other topics or questions the students may have
 
STRATEGIC MANAGEMENT Session 1
This session will introduce the Strategic Management Process and Revenue Management topics.  The Competency approach and its relationship to functional topic areas will also be introduced and the relationship between functional and enabling competencies will be explained.

F1.1 Mission/Vision - Defining what the organization aspires to be and how this will be achieved.

F1.2 Strategy Formulation - Setting strategic direction by designing a value proposition (what we sell, to whom we sell it, and how to produce it efficiently) which takes advantage of the organization’s strengths and opportunities while mitigating its weaknesses and avoiding external threats.

F3.2 Revenue Management - Managing the revenue stream, using internal and external sources of information, in order to achieve the organization’s chosen value proposition.

STRATEGIC MANAGEMENT Session 2
This session will delve into the Strategic Management Process in greater detail, with focus on Strategy Formulation and development of a Value Proposition in a competitive landscape. 

F1.2 Strategy Formulation - Setting strategic direction by designing a value proposition (what we sell, to whom we sell it, and how to produce it efficiently) which takes advantage of the organization’s strengths and opportunities while mitigating its weaknesses and avoiding external threats.

F3.2 Revenue Management - Managing the revenue stream, using internal and external sources of information, in order to achieve the organization’s chosen value proposition.

STRATEGIC MANAGEMENT Session 3
This session will delve into the Strategy Formulation and Implementation at the Functional Level and will explore issues related to Revenue Management in greater depth.  We will also introduce Operations Management.

The links between individual functional strategies and the Business Level Strategy will be emphasized. 

F3.2 Revenue Management - Managing the revenue stream, using internal and external sources of information, in order to achieve the organization’s chosen value proposition.

STRATEGIC MANAGEMENT Session 4
This session will delve into the Strategy Formulation and Implementation at the Functional Level and will explore issues related to Operations Management in greater depth. 

The session will apply the product/industry lifecycle concept to explore international growth strategies and business forms and will introduce the concepts of risk management. 

F1.2 Strategy Formulation - Setting strategic direction by designing a value proposition (what we sell, to whom we sell it, and how to produce it efficiently) which takes advantage of the organization’s strengths and opportunities while mitigating its weaknesses and avoiding external threats.

STRATEGIC MANAGEMENT Session 5This session will focus on Strategy Monitoring, Risk Management and Governance topics. 
The balance of the session will focus on the topics of enterprise risk management and governance and will be related to various global/corporate and competitive strategies.

F1.1 Mission/Vision - Defining what the organization aspires to be and how this will be achieved.

F1.2 Strategy Formulation - Setting strategic direction by designing a value proposition (what we sell, to whom we sell it, and how to produce it efficiently) which takes advantage of the organization’s strengths and opportunities while mitigating its weaknesses and avoiding external threats.

F2.2 Enterprise Risk Management - Evaluating the organization’s strategies from a risk management perspective.

F2.3 Governance - Assessing the organization’s activities with respect to the appropriateness and achievement of its strategies as well as organizational compliance with established regulatory guidelines.

STRATEGIC MANAGEMENT Session 6
This session will focus on the Strategy Implementation Level and monitoring.  We will explore organizational design concepts and considerations, relationship to management control frameworks, and corporate culture.  Governance topics related to code of conduct and role of management incentives will also be reviewed.

F1.3 Strategy Implementation - Aligning the organization’s resources and success factors to ensure accomplishment of the strategy.

F2.3 Governance - Assessing the organization’s activities with respect to the appropriateness and achievement of its strategies as well as organizational compliance with established regulatory guidelines.

STRATEGIC MANAGEMENT Session 7
This session will focus on the Strategy Implementation Level with focus on the management of Human Resources and the legal environment of HR.

F4.2 Individual Performance Measurement - Using incentive and compensation systems to align individual and organizational goals.

STRATEGIC MANAGEMENT Session 8
Review session 1-7 inclusive.

Comprehensive Review Administered.

Dates: August 6. 2012 - August 30, 2012
Classes held online on Mondays and Thursdays from 6:15PM - 8:30PM
Click HERE to see the CMA Accelerated Program Distance Education Schedule for Corporate Finance and other upcoming courses available to members!

Registration closes: July 30, 2012

Price: $200.00


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