: Spring 2010
Business Policy & Strategy
: Mr. Joseph Erba
pm and b
by Dess, Lumpkin & Eisner.
leaf version of the text
. This is a
this class and stocked at the UNCG Bookstore
Additional reading will
be assigned at the discretion of the instructor. Documents will be posted on Blackboard or
provided in class.
Policy and Strategy (or Strategic Management) is considered the capstone course in your undergraduate
business education. The major focus of the course is about “strategy” and how the applications of strategic
management, including analysis, formulation an
d execution are employed to lead an organization to sustainable
Central to the theme of this course is the ability for students to recognize that an organization’s chances
of survival and later, sustained growth and success, lie in the ability to
identify and understand those market
forces that create change and how each organization must adapt to survive. Only through a process of “strategic
management” will a firm be able to address the competitive marketplaces of today’s
ch, the course will be structured around defining the characteristics of a sound strategic management
. Through analysis of external market forces and internal organizational challenges, students will begin to
paint a picture of organizational effec
tiveness. Next, the course will address the key elements in developing a
strategy and how the opportunity of “competitive advantages”
becomes central to the firm’s existence. From
there, the course will delve into the issues, opportunities and challenges i
nherent when a firm attempts t
implement a strategy formulated
. How should an organization be structured to compete in its markets? How does
a firm build its asset base (both tangible and intangible) to better meet the demands of its market(s) and finally
how does innovation play a significant role in the success of a firm?
As the capstone course, it has been designed
to provide you with the opportunity to develop an essential
leadership tool….confidence in your ability to analyze issues and make decisions
. You will have the opportunity
previous business courses, including marketing, finance, operations,
information systems and economics
, into a comprehensive management process.
the strategic issues and policy decisions facing businesses and how current management
concepts address these issues.
the strategic management process and the difference between strategic
analysis, strategy formulation and strategy
an understanding of how to use new and existing knowledge to analyze "real world" cases and
by so doing, to
the complexity of strategic issues.
on how strategic plans and policies are integrated, implement
nd controlled and to
comprehend the culture and ethical factors that influence these management activities.
new knowledge and use existing knowledge to
strategic and competitive analysis using
various tools (e.g., five forces model, SWOT an
alysis, Portfolio matrix models) in a variety of industries.
the formulation of business and corporate level strategies, the different business and corporate
strategic types, alternative actions, and make sound strategic decisions using what
associated with implementing and executing company strategies, and the
action managers can take to promote competent strategy execution.
the role of government policy in creating incentives and disincentives for
a variety of competitive
condition for both domestic and international competition.
how the various pieces of the knowledge they have acquired in their functional
business courses fit together, and discuss why the different parts of a
company's business need to be
managed in strategic harmony for the company to operate successfully.
the concepts and analytical tools exposed to in the course by participating in
managing a company through a business simulation game or
a strategic and competitive analysis
of a company, both individually and as a member of a group.
by the instructor
class case discussions/formal Q&A sessions
Teamwork assignments focused on analysis and decision making
via the use of case studies (see
The workload in this course is
above average and to some, heavy.
The assignments posted dictate a heavy
load of rea
ding and comprehension early in the term
along with teaming assignments that will be given.
Accordingly, this course will be among the most mentally taxing, interesting, demanding and hopefully, enjoyable
of your undergraduate experience. If you follow th
e assignments, do the required work on time and participate
effectively in class and in group assignments, the workload is very manageable. If you delay in putting in the
initial effort you will most likely fall behind early and forfeit a great learning op
portunity and the chance for
personal satisfaction. My pledge to you is that I will work as hard as anyone else to make this course a success for
you and the class, as a whole.
per student @5 % each
3 @ 17.5
Document (graded as a team)
Presentation (graded individually)
Grading scale for cases & group project (letter)
= Excellent: indicates achievement of distinction.
=Good: indicates general achievement superior to the acceptable standard.
= Average: indicates the acceptable standard for meetin
g the course requirements.
= Poor: indicates unacceptable work. Progress must be made to pass the course.
= Failure: indicates failure to perform to any minimum standard of performance.
Exams will receive numeric grades. As grades are
tallied for the year, they will be finalized in letter grade
form, per the chart below:
*decimals will be
The weight of class participation is significant for the simple reason that “
” you say and
your thoughts and knowledge is just as importa
nt as the
content of your speech
. The more you practice it, the
better you become. You must get engaged in the class and the discussions.
Class participation is a combination of
class comments and Q&A sessions to be conducted by the inst
that each student
for the class by studying the assignments posted prior to the given class.
Scheduled and unscheduled Q&A sessions by the instructor will be given to support your class participation
zes will be used as deemed appropriate.
Regular attendance is essential to your understanding and mastery of this course. Therefore you are expected to be
present and participate in every class.
Attendance will be taken each class period.
To receive any
attendance, you must attend the
circumstances occur that prohibit attending a class.
Even though absenteeism is discouraged
, it is reas
onable to assume an absence
during the term.
cipation credit will be earned
There is no make
up or extra credit processes to rectify
I view attendance on days of case discussions and/or presentations
part of the course curriculum we will be studying the impact of strategic decisions on various industries,
markets and organizations invo
. Each student will be required to select from a list of companies provided,
conduct individual research on the co
mpany and create a “brief” on the issues and/or opportunities uncovered in
Each student will be required to write three case briefs during the semester, as assigned.
Please refer to
the “Case Brief Writing Tips”
in the Assignments section o
for a detailed description
of the assignment.
exams will be given during the semester covering subject matter from the text and other assigned reading
material. Each exam will hold the same weight in final grading. The exams will consist of multiple choice
answers and/or short essay questions.
is no provision for make
up exams. It is expected that each student will complete the exams on the date and
Course Project: The Industry Analysis
team assignment for this term will be the research and development of an Industry
Analysis. The class will be
broken into teams (min/max size to be determined by final class size) and students will be allowed to “post” into
an Industry Team of their choice (up to the maximum count allowed).
Each team will be required to conduct extens
ive research on the industry of choice and develop the analysis, per
the instructions provided in the document “Industry Analysis Project”
the Assignment section
. The research conducted and final document developed by the student te
ams will coincide with the
topics of business policy and strategy studied throughout the course.
At the end of the semester, each student team will also be required to present their findings in class, as a group in
a formal presentation format. A grading
rubric will be provided during the semester.
Each member of the team has to present a
portion of the case. The oral presentation
onsiderable time should be allocated to practicing as a team
so that the presentation flows well from
teammate to teammate in an understandable and
way, as the story is told.
The team will receive one, combined grade for the written document,
and individual grades for the presentation
idual grades may be impacted by the Performance Monitoring process (see following
As a guide for the presentation, you want the audience to be able to strongly agree with the following statements:
I know consi
derably more about this indust
than prior to the presentation.
tand the issues that the industry
has faced/is facing.
d the position of the industry in regards to our national and global economy
I understand the recommendations the group is
making to address indus
I understand why the group is making these recommendations.
The group displayed a deep l
evel of knowledge about the industry
The quality of the presentation (oral, visual) was professional.
Each team has the choice to use visual aids.
They are not required, but will certainly lend a feel of professionalism
to the presentation. If the team decides to use slides/
you are limited to no more than
slides in your
ol. Grading will be negatively a
if you do not com
ply with the limit.
Class members will be required to complete an asse
ssment of the team presentation (Exhibit 1). The instructor
will combine the class’s assessment with his ow
n to create a grade.
allocated no more than 1
minutes to make their presenta
tion. After each presentation, a Q&A
session will be held by the class
(which will be incorporated into student’s participation grading, Section I). This
will hopefully maintain the attention level of
the audience, require the class to prepare by reading the case before
the presentation and provide the presenting team with a valuable learning experience in reacting to unexpected
situations and defending their recommendations.
ction applies to all
In every teaming situation, issues appear. Yet, in today’s business environments “knowledge work” has become a
key, competitive position. You will be required to work effectively with people of different s
kill levels, interests
and motivations to succeed. As such, you will have the opportunity to do so in this course. There are vehicles that
will be emplo
yed to monitor team performance, such as group exchange folders on Black Board.
Each individual in a team will be required to complete a peer evaluation on his/her
tes at the conclusion of the team project,
for the course. This evaluation, along with the instructor
evaluation of the quality of work submitted will be
used to assess an individual’s grade for the project. I expect
honest, professional assessments. In the case where a team member receives consistently inferior ratings from
his/her teammates, a person’s total project grade will be ap
propriately reduced. Si
ratings will be rewarded accordingly.
The “Trump” effect:
In the case where a team member consistently underperforms during the development
of the project
, action can
be taken by the team, in sequential steps, as fo
llows (underperformance includes
but it not limited to missing
scheduled meetings, not complet
upon assignments in the time required,
Team meets with the underperformer(s) and discusses the issues and clearly delineates the
f the team. This meeting is documented and the notes of such are sent to the
If, after a reasonable period of time, determined by the team, performance does not improve, the
team can request a meeting with the instructor to discuss the issues a
t hand. At that time, the
instructor will request a meeting with the underperformer(s).
After such meeting and a reasonable time to correct the issues has passed, the team will be given
the authority to “fire” the under
performer(s), with the approval of
the instructor (supporting “just
If a student is “fired” from a tea
m, he/she will receive a
0” for the project
up work is available to counteract this failing.
V. Unannounced Quizzes
As your capstone c
lass, this course requires your attention to the assignments posted and the discussions created
in class. From time to time, as a method of assessing the class’s readiness for such, short quizzes will be used to
evaluate your successful completion of assig
Each quiz will consist of a short number of questions. At the end of the semester a student’s total number of
correct answers will be used to calculate your combined grade for this section.
ACADEMIC HONOR CODE:
By the singular act of registering for this course, you are agreeing to abide by the UNCG Academic Integrity
Policy. All written work submitted must be original and produced by the student/team for this class only. If you
are for any reason unfamiliar
with the contents of the code, please review it on the school’s website link:
. Violations will be pursued.
The Bryan School of Business and Economics
has recently developed and accepted Faculty and Student
Guidelines focusing on the expected performance of each. Since these guidelines are new, please take the time to
review them. They can be found at the following link:
Students with Disabilities
: UNCG seeks to comply fully with The Americans with Disabilities Act and section
504 of the Rehabilitation Act of 1973. S
tudents requesting accommodations based on a disability must be
registered with the Office of Disability Services in 215 Elliott University center, 334
For purposes of this course, I will request that you check your personal e
Spartan) daily as well as Blackboard
for messages and/or assignments.
UNCG will remain open during adverse weather conditions until and unless the Ch
ancellor makes the administrative
decision to postpone/cancel class. Students can obtain details on those decisions by calling the Adverse Weather Line at
4400 or accessing the website at:
no extra credit assignments scheduled for this cours
MGT491.04 Fall ’10
Schedule of Assignments
Instructor reserves the right to change/alter assignments and/or
due dates with advanced notice to
students. Changes will be communicated in class electronically, via Blackboard.
Assignment & Due Date
Introductions, syllabus review
Strategic Management: Creating
Text: Ch. 1
Analyzing the Firm’s External
CaseW qhe Casin漠fn摵stry
Assessing the Firm’s Internal
Recognizing the Firm’s
Industry Analysis Assignment
Corporate Level Strategies:
Creating Value Through
Text: Ch. 6
Case: Lenovo’s Purchase of IBM’s PC
Creating C pustaini湧
Case Brief #1 due
International Strategies: Creating
Value in Global Markets
Text: Ch. 7
Case: China’s Geely Motors
Case Brief #2 due
Strategic Controls & Corporate
Text: Ch. 9
Text: Ch. 10
Case: Johnson & Johnson
Article: The Imposter
Managing Innovation &
Text: Ch. 12
Industry Analysis presentations
Case Brief #3 due
Thanksgiving Break 11/24
COMPANY ANALYSIS PRESENTATION EVALUATION FORM
Your Name:_____________________________ Company being analyzed: _____________________________
Not that good
Acceptable Pretty Good Well Done Outstanding
This group was prepared.
I know c
onsiderably more about this company than when the presentation started.
I understand the competitive conditions in this firm's industry (external analysis)
I understand the company’s strength and weaknesses (internal
I understand the strategies the firm is pursuing (competitive positioning)
It is clear to me what this group thinks the company needs to do now (recommendations).
This group answered questions well.
This group displayed knowledge beyond the content of their presentation.
The quality of the visual aids and/or handouts was high.
The group was professional in manner and their dress was appropriate for the task.
S TO CLARIFY RATINGS:
PEER EVALUATION FORMS
Assign a numb
er between 1(low quality) and 5
(high quality) for the
of each member's
contribution. This includes ideas the individual generated
, contributions to developing the strategy, the
quality of his or her effort
in the overall report, etc. (include yourself)
Assign a number between 1 and 5
of each member's participation. This includes their
ability to meet with the group and the amount of individual contribution to the group effort (include
Name: List yourself first
Quality Score (1
Quantity Score (1
After completing this form, write a few sentences on the reverse side describing your perception of each
member's involvement, commitment and c
ontribution to the TOTAL case effort
. Do this carefully and
person's grade will depend in part
on your overall evaluation of their performance.
Specifically, compare the tasks assigned by the group to each person and his or her execution of these
You will not receive a grade for this course until this fo
rm is turned in to me.
I will not share this
evaluation with ANYONE. Write your name on the form, fold it and turn it in