Essentials of Business Management - Vysoká škola manažmentu

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Access to the Internet is required.

All written assignments must be in Microsoft
-
Word
-
compatible formats
.

See t
he library’s APA Style Guide tutorial for a list of resources that can help you use APA style.


Copyright 2009

by City University of Seattle

All rights reserved.










Syllabus







S
CHOOL OF
M
ANAGEMENT

MBA 500
:
E
SSENTIALS OF
B
USINESS
M
ANAGEMENT




3

Credit Hours

Effective:
October

2009









Porter, M. E. (1998).
Competitive
strategy techniques for analyzing industries and c
ompetitors
. N
ew
Y
ork
, NY: Simon & Schuster.

Whitaker, A. (2010).
Research and APA style guide
. Bratislava, Slovakia: City University of Seattle.
Available online at
http://www.vsm.sk/en/students/academic
-
support/

or for purchase in the CU
Slovakia library.

Capstone Business Simulation Student guide with PKG Capsim Business Simulation Software/ download
(with regi
stration)
.

*
Plan Write Expert Edition V.10 software,
(2006) Macrovision Corporation.

Purchase at

www.brs
-

inc.com/edu


* This

text is also used in

other MBA courses.

MBA 500

Page
2

Eff: 10/09

MBA 500
:
E
SSENTIALS OF
B
USINESS
M
ANAGEMENT



F
ACULTY



Faculty
Name:
Peter Folk, MBA


Contact Information:
E
-
mail:
pfolk@vsm.sk
,
peter.folk@ihg.com
, Tel.

:
0
2
-
5934 8185


C
OURSE
D
ESCRIPTION


Successful managers need to un
derstand the fundamentals of business practices within a global context.
This course will introduce you to the overall MBA program and prepare you for writing a comprehensive
and viable business plan. You will also practice business decision

making through

the use of simulations.
Learning how to find relevant data through the use of credible sources will be a main focus of this course,
as well as how to effectively communicate in writing.


C
OURSE
R
ESOURCES


Required and recommended resources to complete cou
rsework and assignments are listed on the
My.CityU po
rtal

at
Library>Resources by Course
.


C
ITY
U
L
EARNING
G
OALS


This course supports the following City University learning goals:




Professional Competency



Strong Communication and Interpersonal Skills



Critical Thinking


P
ROGRAM
C
ONTEXT


This course begins the MBA program. It will lay the groundwork for subsequent MBA courses. Many of
the assignments completed in this course will be revisited as the program progresses. This course
contributes to the following end
-
of
-
program outc
omes:




Communicate effectively both orally and in writing with internal and external stakeholders;



Leverage managerial effectiveness through recognition of individual strengths, values and business
philosophy;



Capitalize on business opportunities in a rapi
dly changing environment by thinking critically and
applying quantitative procedures and tools;



Build, lead and participate in productive and diverse teams.


Throughout the MBA program, you will be expected to maintain an electronic portfolio of all major

assignments from each course, either in a folder or removable disk drive dedicated solely to this purpose.
Be sure to keep back up copies of all your portfolio components.


The E
-
portfolio will enable you to
reflect back on your previous work.


It will al
so become a valuable tool for you to use in presenting your
MBA 500

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3

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work to potential employers to demonstrate how you applied your leadership skills and abilities to devise
strategies, accomplish goals, and work in team environments.


C
OURSE
O
UTCOMES


After compl
eting this course, you will be able to:




Demonstrate effective team participation;



After completing the disposition assessment, analyze personal business strengths and weaknesses,
and team function;



Given participation in a business simulation, articulat
e gaps in business knowledge, MBA
program goals and professional goals;



Implement business strategy;



Document strategic decision
-
making;



Using effective research strategies, research business ideas;



Draft an initial business proposal.


C
ORE
C
ONCEPTS
,

K
NOW
LEDGE
,

AND
S
KILLS


The course will cover the following concepts and topics:




Inf
ormation literacy;



Team functioning;



Jungian types;



Self
-
analysis
;



Performance criteria;



Company structure and functions;



Documentation methods;



Components of a business pro
posal.


O
VERVIEW OF
C
OURSE
G
RADING


The grade you receive for the course will be derived using
City University of Seattle
’s decimal grading
system, based on the following:


Overview of Required Assignments

% of Final Grade

Capsim Introductory Lessons and
Quiz, Rehearsal Simulation
Rounds (at least four rounds), and Situation Analysis

5

%

Porter’s Company Com
灥pátáv攠䅮慬y獩s



%

Business Plan (Idea) Proposal with business
-
viability justif
ication
supported with research

20

%

Final Personal Learning Jour
nal (PLJ) including Professional
Assessment & Development Plan (PADP)

20

%

Team Situa
tion Analysis & Strategy Report

5

%

Capsim Competition Rounds 1 & 2
.
Team company performance
in two competition rounds of Capstone Business Simulation

10

%

Final Team
Decision
-
Making Journal (TDMJ)

15

%

Team Peer Evaluation

5

%

TOTAL

100%

MBA 500

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4

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S
PECIFICS OF
C
OURSE
A
SSIGNMENTS


Your i
nstructor will provide grading rubrics that will provide more detail as to how this assignment will
be graded.


C
APSIM
I
NTRODUCTORY
L
ESSONS AN
D
Q
UIZ
,

R
EHEARSAL
S
IMULATION
R
OUNDS
(
AT LEAST FOUR
ROUNDS
),

AND
S
ITUATION
A
NALYSIS


Students will register at Capsim.co
m to complete this assignment.
Once students register and receive their
student identification from Capsim, and industry number from thei
r instructor, students are to complete
their introductory lessons and quiz in the Capsim Simulation es
tablished by their instructor.
Completion
of the introductory lessons and quiz will lead the students directly into the

Rehearsal Simulations Rounds.
Stud
ents must complete at least four rounds of simulation, but may
due more (no more than eight).
Completion of the Rehearsal Simulation Rounds will lead students in completi
ng their Situational
Analysis.
The Situational Analysis is to be prepared and turned i
n to th
e instructor for grading.
The
instructor can go to Capsim.com to confirm whether students completed the lessons, quiz and rehearsal
rounds.


Components

% of Grade


Completion confirmation of lessons/quizzes from Capsim

30%

Completion confirmation

of individual rehersal rounds (at least 4)

40%

Logically support recommendations and conclusions
of analysis

30%

TOTAL

100%



P
ORTER
-
C
OMPANY
C
OMPETITIVE
A
NALYSIS
A
SSIGNMENT


The fundamental assumption of this assignment is that the profit potential of
any firm is a function of: (1)
the industries it operates in; and (2) the competitors it opposes.
Therefore to enhance profits,
executive
management must understand the industry structure and competition. The profits within an industry are
affected by a wi
de range of influences, including the macroeconomic environment, cost and demand
structures of the industry, technological change and government regulation. Competitive moves and
responses of incumbents also affect firm profits. Actions taken by firms to i
mprove competitive position
engender responses by other firms, and the expected sequence of actions and responses must be
understood to develop an effective strategy. Reactions of rivals will depend on their goals or intent,
beliefs, relative resource posi
tions and past actions. Thus, the approach to studying the dynamics of
industry structure and competitors is to focus on the key characteristics of industry structure and the
individual competitive moves and countermoves by the competitive players.


Using

the components of a competitive analysis Figure 3
-
1 in the Porter’s text book (page 49), students
select a primary company in an industry that they have interest and/or are familiar. Students analyze and
contrast the competitive strategy of primary compan
y and the other two competitors’ strategy. Students
then develop a competitive profile for the primary company and the two other companies in the industry
using the Port
er competitor analysis criteria.


Next, analyze and contrast the competitive strategy o
f the primary company with the other 2 competitors’
strategy then answer the following questions:


1.

What is the primary company’s current competitive strategy (be specific)?

MBA 500

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5

Eff: 10/09

2.

What are the two competitors doing to improve their current competitive position?


3.

What likely moves or strategy shifts will the two competitors make?

4.

Where is the primary company most vulnerable?

5.

Where are the two competitors most vulnerable?

6.

What competitive moves by the two competitors will provoke the greatest and most effective
re
taliation by the primary company?

7.

Would you recommend the continuation or modification of the primary company’s current
strategy (support your rationale with specifics)?


Porter competitor analysis criteria
:


Estimated overall business strength
:





Market
share (percent, rank)



Market share trend (five years)



Financial strengths



Profitability



Management



Technology position



Other key strengths/limitations (e.g., production cost advantages)


Marketing strategy (assessment of key strengths and limitation
s)
:





Competitive strategy (Porter’s)



Market strateg
y



Distribution strategy



Recent offensive or defensive competitive moves


Components

% of Grade


Clarity of expression

15%

Integration of course concepts, where relevant

20%

Completeness of analysis

30%

Logically supported conclusions and recommendations

25
%

Grammar, spelling, punctuation, and syntax

(including proper APA
citation of throughout paper in for references)

10%

TOTAL

100%



B
USINESS
P
LAN
P
ROPOSAL
A
SSIGNMENT


One of the final deliverables
for the MBA program is a comprehensive business plan. In the MBA500
course, you will select the business concept (idea) for the business plan and provide supporting
justification for the proposed business.


The Business Plan Proposal will cover the busin
ess vision and intended mission, description of
products/services, target market and proposed competitive strategy for the business plan you will develop
during the MBA program. The business planning software (BRS) provides information on the content of

a
business plan proposal.


MBA 500

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6

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Selecting a Topic/Company for the Business Plan

Proposal
:

Select a business concept (idea) with products/services for which you have a passion. The research,
analysis, developing and writing of a comprehensive business plan require

immense effort and time. It is
important that you select a business concept (idea) that is of interest to you, as well as realistic. Select a
business concept that you will enjoy learning, researching and analyzing for a potential business.

It is recomme
nded that the business plan be for a new/start
-
up business or a new product or service for an
existing company. It is critically important that you have access to information, data and statistics
required to develop the comprehensive business plan. The bus
iness plan can be for a for
-
profit or non
-
profit business.
The business concept/idea must be realistic. The business concept must be one that can be
developed into comprehensive business plan for a viable business that can attract or be approved for
fundin
g and implemented.

Additional information for developing and writing the business plan proposal
is available
online at
www.brs
-
inc.com
.

Components

% of Grade


Business concept and justification, clarity and realist
ic

20%

Vision and mission, viable and realistic


10%

Target market, clearly defined and appropriate

10%

Concept analysis, realistic and specific

10%

Competitive strategy, viable, realistic and appropriate

20%

Evidence of critical reflection


10%

Pres
entation (organization, format, citations)


10%

Writing (appropriateness of language, style, punctuation and
grammar)


10%

TOTAL

100%


P
ERSONAL
L
EARNING
J
OURNAL WITH
P
ROFESSIONAL
A
SSES
SMENT AND
D
EVELOPMENT
P
LAN
(PADP
)

SECTION


The MBA Program requires p
articipants to be an active partner in achieving personal and professional
learning and self
-
development goals. Active involvement and commitment to continuous learning and
self
-
development simulate the activities of successful business managers and leader
s in the competitive
global environment.


The Personal Learning Journal, which includes the Professional Assessment a
nd Development Plan,
comprises 2
0% of the MBA

500 class grade.

The PADP section needs to be finalized and included in the
final Personal
Learning Journal.

Professio
nal Assessment & Development Pla
n (PADP
)


Secti
on of Personal Learning Journal

The purpose of the Professional Assessment & Development Plan is to assess and integrate what you
have read, written and experienced during the cour
se into a personal development plan for the future.
Identify career objectives for the short and medium term, and assess personal and professional strengths
and weaknesses relative to career aspirations in your PADP.

The personal development plan completed

for this course will be one that you will work on throughout
the MBA Program.



MBA 500

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7

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The goals of this assignment are
:


1.

Assess and integrate what you have learned in this course into personal development plan for the
future.

2.

Assess and document your p
rofessional goals. It is recognized that your professional goals may
not be known exactly and may change later. Nevertheless, for your PADP for this course, share
specific professional goals, including positions and roles. As stated earlier, the resulting
professional development plan will be one that you will work on throughout the MBA Program.

3.

Assess and document specific opportunities and challenges associated with your specific
professional goals, positions and roles. Reference what you have learne
d in this course in general
and specific course materials.



4.

Assess and document how you will develop required knowledge and comprehension, skills and
capabilities to leverage identified opportunities and effectively address identified challenges.
Refe
rence what you have learned in this course in general and specific course materials. It is
recognized that your identified professional goals are volatile


in flux and subject to change.
Nevertheless, be specific about you believe you will need to know an
d understand, and the skills
and capabilities that you
need to develop and/or acquire.


Components

% of Grade


Completeness


e
ntráe猠s摤r敳s⁡ l⁡獳á
g湥搠慳灥捴s




%

Personality type


a獳e獳m敮e ám灡pt ⁡灰r潡o栠ho⁍䉁
偲潧r慭Ⱐ灲潦敳獩o湡n⁧o
al猠s⁣ r敥r
†††




%

Strengths and Weaknesses in Business Knowledge & Lessons

Learned

35

%

Professional Assessment and Development Plan

15

%

Evidence of critical reflection

10

%

Presentation (organization, format, citations)



10

%

Writing (
appropriateness of language, style, punctuation and
grammar)

10

%

TOTAL

100%


C
APSIM
T
EAM
S
ITUATION
A
NALYSIS
&

S
TRATEGY
R
EPORT


Once students have selected teams, and have begun their Capsim Practice Rounds, teams are to submit a
paper to their instructo
r, outlining their Situational Analysis and current strategy for the Capsim Practice
Rounds. The paper should be no more than two pages in length, detailing clarity, integration of course
concepts, a completeness of analysis and logically supported conclu
sions and recommendations.


Components

% of Grade


Clarity of expression

15%

Integration of course concepts, as appropriate

20%

Completeness of analysis

Logically supported conclusions and recommen
dations

Grammar, spelling, punctuation, and syntax

(incl
uding proper
APA) references support, if applicable

30%

25%


10%

TOTAL

100%

MBA 500

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8

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C
APSIM
C
OMPETITION
R
OUNDS
1

&

2.

T
EAM COMPANY PERFORMA
NCE IN TWO COMPETITI
ON
ROUNDS OF
C
APSTONE
B
USINESS
S
IMULATION

Students are to complete Capsim Competition Rounds 1 & 2 on th
eir assigned teams. Once students on
their assigned teams have completed these Competition Rounds, the student teams are to report out to the
class regarding their results for Capsim Competition Rounds 1 & 2. The synthesis of the reporting will be
center
ed on their performance with regard to their Capsim team financial condition, internal business
processes, customer focus, and learning and growth.


Components

% of Grade


Financial:
Analysis of p
rofitability, leverage, stock price

25%

Internal Business

Process:
Analysis of r
anks, among other
measures
, contribution margin, plant u
tilization and days of
working capital

25%

Customer:
Analysis of c
ompany’s product line,
buying criteria
satisfaction, awareness, and accessibility levels

Learning and Growth
: Employee productivity analysis

25%


25%

TOTAL

100%


F
INAL
T
EAM
D
ECISION
-
M
AKING
J
OURNAL
(E
NTRIES
&

F
INAL
J
OURNAL
)

MBA 500 requires that participants work on teams. These teams simulate the challenges faced by real life
executive leadership teams in def
ining problems and making decisions. Effective team performance is
vital to business success and bottom line results.


Team assign
ments and activities comprise 35
% of the class grade. The Team Decision
-
Making Journal
comprises 15% of the class grade. This

journal documents the team’s decision
-
making process and
includes decision and the rationale (why) for actual decisions made by the team for Capsim Competition
Rounds. The Team Decision
-
Making Journal will be shared with future teams assigned to the Capsi
m
Company in subsequent MBA Program classes. The team needs to collect and compile individual team
perspectives for Team Decision
-
Making Journal entr
ies.



Components

% of Grade


Completenes
s


䕮trá敳
慤ar敳s⁡ l⁡獳ág湥搠慳灥捴s

㄰1

䙡cálá慲áty⁷át栠扵
sá湥獳 獴r慴敧y⁣潮 数e猠á渠
Corporate Strategy

text

10%

Decisions and rationale for Capsim Competition Rounds 1 & 2

25%

Evaluation/Analysis of results & how to improve
performance/decisions made for Capsim Competition Rounds 1 &
2. Recommendations and th
oughts for subsequent

25%

Capsim Competition Rounds (Round 3 and higher.)


Evidence of critical reflection

10%

Presentation (organization, format, citations)

10%

Writing (appropriateness of language, style, punctuation and
grammar)

10%

TOTAL

100%



MBA 500

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9

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T
EAM
P
EER
E
VALUATION


MBA 500 requires working on teams. These teams simulate the challenges faced by real
-
life executive
management teams in defining and resolving business problems and making strategic
-
level decisions.
Effective team performance is linked

to business success and bottom
-
line results.


This Team Peer Evaluation of team performance and contributions of yourself and other team members
comprises 5% of the class grade. Complete a Team Peer Evaluation individually after all team
assignment
s have
been completed.

Your instructor will give you the Team Peer Evaluation, or you can
locate the electronic version online in the portal.


Components

% of Grade


Requirements: Does the student meet the requirements of the
program and remain focused on the pu
rpose of the assignment

30%

Purpose
: How does the student frame the content of the team

20%

Content
: How well is the content presented? Does the team
member gain insight from the other students

25%


Organization: How well is the content of the team org
anized?

25%

TOTAL

100%



C
OURSE
P
OLICIES


This document provides an overview of the course foundation elements, assignments, schedules, and
activities. For information about general, City University of Seattle policies, please see the City
University of

Seattle catalog. If you have additional questions about the course, please contact your
instructor.


Late Assignments


Students are expected to meet submission requirements for assignments in a timely manner. Evaluation
includes an assessment of timelines
s. Late assignments jeopardize your learning, and may also penalize
your classmates as most assignments will not be returned to students until all students have submitted
their work. Late submission of assignments
can

be
penalized
by
up to
10
0% of the
rele
vant
grade. Your
instructor will provide additional details.


Quizzes, exams, and comprehensive assessments must be taken at the scheduled times. Any absences or
late submissions must be approved by your instructor before the scheduled assessment date. Not

completing a quiz, exam, or comprehensive assessment in a timely manner will result in a grade of zero
unless a student has been preapproved by the instructor to complete the assessment at an alternative time.


Participation


Whether in class, online, or
in a mixed mode setting, students will be graded on their participation in
classroom discussions; their ability to present, explain, or defend alternative viewpoints; and the degree to
which they have mastered the concepts and principles addressed in this
course. Written work will be
assessed not only on relevance to the subject presented, but also on adherence to good written form and
professional presentation.


MBA 500

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10

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Students are expected to be actively engaged in all discussions as well as other activities.


A
ctive
engagement means contributing substantive, thoughtful and reflective responses. For online classes,
students must post their initial responses during the first three days of the week, and their responses to
other students’ postings during the last fo
ur days of the week.


Professional Writing


Assignments require error
-
free writing that uses standard English conventions and logical flow of
organization to address topics clearly, completely, and concisely. CityU requires the use of APA style.


U
NIVERSIT
Y
P
OLICIES


You are responsible for understanding and adhering to all of City University of Seattle’s
academic
policies. The most current versions of these policies can be found in the
University Catalo
g

that is linked
from the CityU Web site.


Scholastic Honesty


City University of Seattle/Vysok
á škola manažmentu

expects each student to do his/her own work. The
University has "zero tolerance" for cheating, plagiarism, unauthorized collaboration on assignments and
papers, using "notes" during exams, submitting someone else's work as one's own, su
bmitting work
previously submitted for another course, or facilitating acts of academic dishonesty by others.
The
penalties are severe
! A first offense can result in a zero grade for the course and suspension for one
quarter; a second offense can result
in a zero grade for the course and suspension for two or more
quarters; a third offense can result in expulsion from the University. The Policy and Procedures may be
found at
http://www.vsm.sk/en/students/scholastic
-
honesty/policies
-
and
-
procedures/
.


In addition to providing your work to the instructor for grading, you must also submit an electronic copy
for the CU/V
ŠM
archives (unless the work is specifically exempted

by the instructor). You will not
receive a grade for particular work until and unless you submit this electronic copy. The procedure for
submitting work to the archives is to upload it via the website
http://www.vsm.sk/en/students/on
-
line
-
center/uploader/uploader.html
. Files should include the cover page of the work with the student name,
instructor name, course name and number, and date. File names should indicate the type

of assignment,
such as “researchpaper.doc”, “casestudy.doc” or “ thesis.doc” (student name should not be a part of the
file name because the system adds it). All files received into the archives are submitted to
www.
TurnItIn.com

for plagiarism checking.


Attendance


Students taking courses in any format at the University are expected to be diligent in their studies and to
attend class regularly.



Regular class attendance is important in achieving learning outcomes i
n the course and may be a valid
consideration in determining the final grade. For
classes where a physical presence is required, a student
has attended if s/he is present at any time during the class session.


For online classes, a student has
attended if
s/he has posted or submitted an assignment.
A complete copy of this policy can be found in
the
University Catalog

in the section titled
Attendance Policy for Mixed Mode, Online and
Correspondence Cours
es
.



MBA 500

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11

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S
UPPORT
S
ERVICES


Disability Resources


If you are a student with a disability and you require an accommodation, please contact the Disability
Resource Office as soon as possible. For additional information, please see the section
in the
University
Catalog

titled
Students with Special Needs

under
Student Rights & Responsibilities
.


Library Services


In order to help you succeed in this course, you have access to library
s
ervices
and resources
24
hours a
day, seven days a week. CityU l
ibrarians can help you formulate search strategies

and

locate materials

that are relevant to your coursework
.

For help, contact a CityU librarian through the
Ask a

Librarian

service.
To find library resources, c
lick on the
Library

link

in
the My.CityU portal
.


Smarthinking


As a CityU student, you have access to 10 free hours of o
nline tutoring

offered through Smarthinking
,
including
writing s
upport
,
from certified tutors
24

hours a day,
seven days a week. Contact CityU’s
Student Support Center at
info@cityu.edu

to request your user name and password.


MBA 500

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12

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R
ECOMMENDED
C
OURSE
S
CHEDULE


The following schedule has been provided as a general guide to the cour
se. Your instructor may elect to
adjust the outline to meet the unique needs of the class.
If you find you are unable to complete the
assignments as scheduled, it is your responsibility to contact your instructor prior to the end of the course.


S
ESSION

T
O
PICS AND
A
SSIGNMENTS

R
EADINGS


1


Intr
oduction to the MBA program

and

MBA 500


Introduction to Capsim









The structural analysis of industries


Generic competitive strategies


A framework for competitor analysis


Read Course Syllabus


Register for Ca
psim at
Capsim.com


Read Capsim Student
Guide and Online
Manager’s Guide at
Capsim.com



Chapter 1


Chapter 2


Chapter 3


2


Detailed explanation of Capsim and Team Formation


Market signals


Competitive moves


Strategy

towards buyers and suppliers




Cha
pter 4


Chapter 5


Chapter 6


3

g

Introduction to BRS Business Planning Software


Structural analysis within industries


Industry evolution


Competitive strategy in fragmented industries


DUE: Capsim Introductory Lessons and Quiz, Rehearsal
Simulation Rou
nds (at least four rounds), and Situation
Analysis (as an individual)




Chapter 7


Chapter 8


Chapter 9


4


Competitive strategy in emerging industries


The transition to industry maturity


Competitive strategy in declining industries


DUE: CapsimTeam Si
tuation Analysis & Strategy Report


Chapter 10


Chapter 11


Chapter 12

MBA 500

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13

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5


Cap
sim Competition Rounds 1 and 2


Competition in global industries


The strategic analysis of vertical integration




Chapter 13


Chapter 14


6


Capacity expansion


Entry into ne
w business



DUE: Capsi
m Team Competition Rounds 1 & 2

DUE: Team Decision
-
Making Journal (TDMJ)

DUE: Porter’s Company Competitive Analysis


Chapter 15


Chapter 16


Friday,
Oct. 23,
2009


DUE: Personal Learning Journal (PLJ) including
Professional Assessme
nt & Development Plan (PADP)

DUE:
Business Plan Proposal

DUE: Team Peer Evaluation