MGT 491-04: Business Policy and Strategy

flipenergySoftware and s/w Development

Oct 30, 2013 (4 years and 2 months ago)

148 views

1





Course Syllabus
: Spring 2010

MGT 491.04



Business Policy & Strategy

Bryan
Room 111



Instructor Information:


Lecturer
: Mr. Joseph Erba

Office:


Bryan #379


Offic
e Hours:

Wed: 4
-
5:45
pm and b
y appointment

E
-
mail:

jrerba@uncg.edu

Phone:

336
-
256
-
8592



Required Texts:


1.

Strategic Management:

by Dess, Lumpkin & Eisner.
5
rd

edition (2009
).
McGraw
-
Hill/Irwin,

ISBN
-
10: 0
-
07
-
7436008

(loose
-
leaf version of the text

without c
ases
)
. This is a
custom text

designed for
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.


COURSE DESCRIPTION:


Business
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
success.

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
global
economies.


As su
ch, the course will be structured around defining the characteristics of a sound strategic management
process
. 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
o
implement a strategy formulated
. How should an organization be structured to compete in its markets? How does
2


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
to synthesize
your
learning’s

from

previous business courses, including marketing, finance, operations,
information systems and economics
, into a comprehensive management process.



COURSE OBJECTIVES:


1.

Understand

the strategic issues and policy decisions facing businesses and how current management
concepts address these issues.

2.

Understand

and
describe

the strategic management process and the difference between strategic
analysis, strategy formulation and strategy

implementation.

3.

Acquire

an understanding of how to use new and existing knowledge to analyze "real world" cases and
by so doing, to

understand

the complexity of strategic issues.

4.

Elaborate

on how strategic plans and policies are integrated, implement
ed a
nd controlled and to
comprehend the culture and ethical factors that influence these management activities.

5.

Analyze

new knowledge and use existing knowledge to
conduct

strategic and competitive analysis using
various tools (e.g., five forces model, SWOT an
alysis, Portfolio matrix models) in a variety of industries.

6.

Evaluate

the formulation of business and corporate level strategies, the different business and corporate
strategic types, alternative actions, and make sound strategic decisions using what
-
if an
alysis.

7.

Discuss

the leadership
task
s

associated with implementing and executing company strategies, and the
action managers can take to promote competent strategy execution.

8.

Assess

the role of government policy in creating incentives and disincentives for
a variety of competitive
condition for both domestic and international competition.

9.

Demonstrate

how the various pieces of the knowledge they have acquired in their functional
-
oriented
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.

10.

Synthesize

and
apply

the concepts and analytical tools exposed to in the course by participating in
managing a company through a business simulation game or

conduct
a strategic and competitive analysis
of a company, both individually and as a member of a group.



COURSE PEDAGOGY:



Lecture/discussion lead

by the instructor



I
n
-
class case discussions/formal Q&A sessions



Teamwork assignments focused on analysis and decision making
via the use of case studies (see
following)
.



Examinations



EXPECTATIONS:


The workload in this course is
well
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
3


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.



GRADING EVALUATION:


1.

Class Participation
/Involvement


8
%



2.

Case briefs


3
per student @5 % each




15%

3.

Course Exams

3 @ 17.5
% each


52.5
%


4.

Course Project



Industry Analysis



Document (graded as a team)


Presentation (graded individually)


15%


5%


b.

Unannounced quizzes

Graded cumulatively

4.5%



Grading scale for cases & group project (letter)



A
= Excellent: indicates achievement of distinction.


B
=Good: indicates general achievement superior to the acceptable standard.


C

= Average: indicates the acceptable standard for meetin
g the course requirements.


D

= Poor: indicates unacceptable work. Progress must be made to pass the course.


F

= 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:


A+

98%
-

100%

C

73%
-

76
%

A

93%
-

97%

C
-

70%
-

72%

A
-

90%
-

92%

D+

67
%
-

69%

B+

87
%
-

89%

D

63%
-

66
%

B

83%
-

86
%

D
-

60%
-

62%

B
-

80%
-

82%

F

Below 60%

C+

77
%
-

79%


*decimals will be
rounded up/down





I. Class

Participation
/Involvement
:


The weight of class participation is significant for the simple reason that “
what
” you say and

how


you verbalize
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
4


attendance, in
-
class comments and Q&A sessions to be conducted by the inst
ructor.

It is
of
paramount
importance

that each student
prepares

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
grade.

Unannounced quiz
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
credit for
attendance, you must attend the

entire

class.
Occasionally

circumstances occur that prohibit attending a class.
Even though absenteeism is discouraged
, it is reas
onable to assume an absence

will occur
during the term.
After

t
wo

absences, no

parti
cipation credit will be earned
.
There is no make
-
up or extra credit processes to rectify
absences.


Note:

I view attendance on days of case discussions and/or presentations

as
especially

important class
participation activities.



I
I.

Case Briefs


As

part of the course curriculum we will be studying the impact of strategic decisions on various industries,
markets and organizations invo
lved
. 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
your research.
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
f

Blackboard
,
for a detailed description
of the assignment.


III
.

Course Exams:


Three

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.


There

is no provision for make
-
up exams. It is expected that each student will complete the exams on the date and
time scheduled.




IV
.

Course Project: The Industry Analysis


The
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”

posted in

the Assignment section

of
Blackboard
. 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.

5


Each member of the team has to present a
n equal

portion of the case. The oral presentation
s
carry a
significant

grade
.
C
onsiderable time should be allocated to practicing as a team
,

so that the presentation flows well from
teammate to teammate in an understandable and
succinct

way, as the story is told.


The team will receive one, combined grade for the written document,
and individual grades for the presentation
portion. Also,

indiv
idual grades may be impacted by the Performance Monitoring process (see following
explanation).



As a guide for the presentation, you want the audience to be able to strongly agree with the following statements:


1.

I know consi
derably more about this indust
ry
than prior to the presentation.

2.

I unders
tand the issues that the industry

has faced/is facing.

3.

I understan
d the position of the industry in regards to our national and global economy
.

4.

I understand the recommendations the group is

making to address indus
try

situation
s
.

5.

I understand why the group is making these recommendations.

6.

The group displayed a deep l
evel of knowledge about the industry
.

7.

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/
power points

you are limited to no more than
6
slides in your
visual to
ol. Grading will be negatively a
ffected
if you do not com
ply with the limit.



Presentation Assessment:


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.


Each group
will be
allocated no more than 1
5

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.


Performance Monitoring:


Th
is se
ction applies to all

Group

W
ork exercise
s
.


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.


Peer evaluations
(Exhibi
t 2)
:

Each individual in a team will be required to complete a peer evaluation on his/her
teamma
tes at the conclusion of the team project,

for the course. This evaluation, along with the instructor

s
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
milarly,
consistently superior
ratings will be rewarded accordingly.

6



The “Trump” effect:

In the case where a team member consistently underperforms during the development
stage
s

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
ing agreed
-
upon assignments in the time required,
etc.):


1.

Team meets with the underperformer(s) and discusses the issues and clearly delineates the
expectations o
f the team. This meeting is documented and the notes of such are sent to the
instructor.

2.

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).

3.

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
cause”).


If a student is “fired” from a tea
m, he/she will receive a

score of

0” for the project

document &
presentation
.

No make
-
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
nments.


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.



General:


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:
http://academicintegrity.uncg.edu/complete/
. 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:


http://www.uncg.edu/bae/faculty_student_guidelines_sp07.pdf


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
-
5440,
www.uncg.edu/ods
.




7


Communicating:


For purposes of this course, I will request that you check your personal e
-
mail (E
-
Spartan) daily as well as Blackboard
for messages and/or assignments.



Inclement Weather:



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
336
-
334
-
4400 or accessing the website at:
www.un
cg.edu/iss/weather.htm
.



Extra Credit:



There
is

no extra credit assignments scheduled for this cours
e.



































8


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.


Class
#

Date

Subject Matter

Assignment & Due Date

Notes, etc


1

8/25

Introductions, syllabus review

Strategic Management: Creating
Competitive Advantages


Text: Ch. 1


2

9/1

Analyzing the Firm’s External
bnviro湭e湴s

qextW Ch⸠.

CaseW qhe Casin漠fn摵stry



P

㤯8

Assessing the Firm’s Internal
bnviro湭e湴s

qextW Ch⸠.

CaseW jca潮al摳



4

㤯ㄵ

Recognizing the Firm’s
fntellect畡l
Assets

qext; Ch⸠.

qBa



R

㤯㈲

Exam #1

Industry Analysis Assignment
review

Chapters 1
-
4


6

9/29

Corporate Level Strategies:
Creating Value Through
Diversification

Text: Ch. 6

Case: Lenovo’s Purchase of IBM’s PC
aivision



T

㄰1S

Business ievel
ptrategiesW
Creating C pustaini湧
C潭灥titive A摶antages

qextW Ch⸠.

Case Brief #1 due


8

10/13

International Strategies: Creating
Value in Global Markets

Text: Ch. 7

Case: China’s Geely Motors



9

㄰1㈰

bntre灲ene畲ial ptrategies

qextW Ch⸠.

ArticleW
til搠migs

Case Brief #2 due



10

10/27

Exam #2

Strategic Controls & Corporate
Governance

Chapters 5
-
8

Text: Ch. 9


11

11/3

Creating Effective
Organizational Designs

Text: Ch. 10

Article: SRC

Case: Johnson & Johnson



12

11/10

Strategic Leadership

Text:
Ch. 11

Article: The Imposter

Case: P&G


9



13

11/17

Managing Innovation &
Fostering Corporate
Entrepreneurship

Text: Ch. 12

Industry Analysis presentations

Case Brief #3 due





Thanksgiving Break 11/24
-
28




14

12/1

Team Presentations

Industry Analysis
presentations




TBD

Final Exam

Chapters 9
-
12








































10















Exhibit 1


COMPANY ANALYSIS PRESENTATION EVALUATION FORM



Your Name:_____________________________ Company being analyzed: _____________________________








0……..….……………2….……….………4……….…..………..6………..…….……..8………….….....…10

Unacceptable


Not that good


Acceptable Pretty Good Well Done Outstanding



1.

_____

This group was prepared.


2.

_____

I know c
onsiderably more about this company than when the presentation started.


3
.

_____

I understand the competitive conditions in this firm's industry (external analysis)


4.


_____

I understand the company’s strength and weaknesses (internal
analysis).


5
.

_____

I understand the strategies the firm is pursuing (competitive positioning)


6
.

_____

It is clear to me what this group thinks the company needs to do now (recommendations).


7
.

_____

This group answered questions well.


8
.

_____

This group displayed knowledge beyond the content of their presentation.


9.

_____

The quality of the visual aids and/or handouts was high.


10.

_____

The group was professional in manner and their dress was appropriate for the task.



COMMENT
S TO CLARIFY RATINGS:




11











Exhibit 2





PEER EVALUATION FORMS



YOUR
NAME
: ___
___________________________________
Team #

___________





Assign a numb
er between 1(low quality) and 5

(high quality) for the
quality

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)
. Then:


Assign a number between 1 and 5

for the
quantit
y

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
yourself).



Name: List yourself first

Quality Score (1
-
5)

Quantity Score (1
-
5)

Total Score

1.




2.




3.




4.




5.






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
thoughtfully. The
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
tasks.



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

at

class.