THE UNIVERSITY OF NORTH CAROLINA AT GREENSBORO The Bryan School of Business and Economics Department of Business Administration MGT 491-11D & 12D: BUSINESS POLICY AND STRATEGY SUMMER 2010

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Nov 20, 2013 (3 years and 11 months ago)

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THE UNIVERSITY OF NORTH CAROLINA AT GREENSBORO

The Bryan School of Business and Economics

Department of Business Administration


MGT 491
-
11D

& 12D
: BUSINESS POLICY AND STRATEGY

SUMMER 2010


Instructor
:


Dr. Moses Acquaah

Office:



354 Bryan Building

Telephone:


(336) 334
-
5305
(Office)




(336) 334
-
5691 (Department)

Email Address
:

acquaah@uncg.edu

Office Hours
:


Online Class: send Email for Appointment



SYLLABUS

Course
Description


Business Policy and Strategy focuses on managing for success through a well
-
formulated and well
-
executed strategy. As such, in this course we will emphasize the development of a general understanding
of the management of an organization, primarily from the

perspective of the top management. Our point
of view will therefore be strategic, broader than the functional orientation of the specialist. We will be
integrating the knowledge you have already acquired from other disciplines such as Accounting,
Economic
s, Finance, Human Resource Management, Marketing, Information Systems and Supply Chain
Management to provide a ‘macro’ or broader view of how each functional area affects the other parts of
the organization and the company as a whole. In addition, we will
be examining the organization in its
environment and how each is influenced by the other. The problems and issues surrounding the tasks of
crafting and implementing a strategy cover the whole spectrum of business and management. Many
variables and situatio
nal factors must be dealt with at once. Evaluating the pros and cons of one strategy
option against another entails a
total company perspective

and good judgment about how all the
relevant factors combine to shape what actions need to be taken.

Course Obj
ectives

By the end of the semester, students should be able to:

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
understan
d

the complexity of strategic issues.

4.

Elaborate

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

2


5.

Analyze

new knowledge and use exis
ting knowledge to
conduct
strategic and
competitive analysis using various tools (e.g., five forces model, SWOT analysis,
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 analysis.

7.

Discuss
the managerial task 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.

S
ynthesize

and
apply
the concepts a
nd 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.

Required Text




Dess, G. G., L
umpkin, G. T., & Eisner, A. B.,
Strategic Management
: Text and Cases
(DLE
)
,
5
th

Edition, 2010
. ISBN
-
10: 0
-
07
-
353041
-
7

OR

ISBN
-
13: 978
-
0
-
07
-
353041
-
3

(Note

that
the
recommended copy is the loose
-
leaf version obtainable from the UNCG Bookstore, which is
about

40% cheaper
).

Grade


Your gr
ade will be based on the following

components

of the course
:



Exams
(5
0% of grade

(200 points)
):
There are
two

exams, each worth 100 points. Exams will be
a

combination of
multiple

choice

and
T
rue/False format
. Exam
s will be available within a
2
4
hour
time frame. You will be responsible for taking these exams during the time frame allowed so
please be sure that your internet provider works and you are aware of the date and times of the
exams.


It is best to not wait
until the last few hours to try to complete the tests. Although exams
are open book, they are also timed

(1.5

hours

(90 minutes)
)
.


In order to complete the exams
during the allotted time, you will need to
study

and
know

the material
prior to beginning the

exam.


Exam Dates are follows
:


Exam
1
: July 7

Exam
2
: July 29




Quizzes

(
12.
5% of grade

(50points)
):

There are six quizzes, each worth 10 points. The quizzes
will be in a True/False format; cover materials in the unit just completed, and will be available

in a
24 hour time frame. The quizzes

are open book and are timed (5

minutes). You will therefore
need to
study

and
know

the
material
prior to beginning the quiz
.

Quiz Dates are as follows:

3



Quiz 1
:
June 28

Quiz 2
:
June

3
0

Quiz 3
:
July 9

Quiz 4
:
July12

Quiz 5
:
July14

Quiz 6
:
July 20




Individual case analysis

(
1
2.5
% of grade

(50points)
):

Individual students wil
l submit a
written
case analysis

which

should be
no longer than 5 pages double
-
spaced typed in 12 point font
and page numbered

excluding appendices
. The case analysis must be submitted to the
Digital
Dropbox

on Blackboard latest by
12 noon

on the day

in which that case is scheduled to be
discussed. For example, if you write
The Casino Industry

case, then it is due

on
June 28
, 20
1
0

at 12 noon
. But if
your group is presenting
The Casino Industry

case, then you cannot write
-
up
that

case
.
No late papers will be accepted
. The content of the report should discuss the issues
addressed in the case and offer recommendations. You may also use the case assignmen
t
questions I have provided as a guide in preparing your case analysis (posted on blackboard), but
you
should not

attempt to use the answers to the questions as a substitute for your analysis of a
company. The written case must be prepared in a professiona
l manner and follow correct form,
spelling and grammar.
It must have a cover page, which includes the title of the case
assignment, section number, name of student and attest to the statement "I H
AVE ABIDED
BY THE ACADEMIC INTEGRITY

POLICY ON THIS ASSIGNMENT"
.

You are allowed and even
encouraged to discuss the case with other students in your class, but the final product must be
your own work. Note that there is no one “right solution” to a case. It is entirely possible for two
stude
nts to have well written case reports, although they have different solutions to the
company’s issues. This is a
CASE
ANALYSIS

therefore
mere collection of case facts ordered
logically will not be received well
. Those facts should be used to support your a
rguments. Your
grade will depend on the thoroughness and insightfulness of your analysis, the logic of your
discourse, the correct use of grammar and spelling, the flow of the paper and the appropriateness
of your recommendations.




Group
leadership of
cas
e analysis

(
1
2.
5% of grade

(50points)
)
Group of students which will be
determined by the instructor will be assigned to lead the class in discussing
one
case from the
cases scheduled for discussion during the semester

for 60 points
. The group case
presentation
and critiques should strictly follow the case assignment questions that are posted on blackboard.
A particular group’s choice of a case to lead will be determined by the instructor. Each group
must submit the responses to the ca
se assignment q
uestions to
the Discussion B
oard
on
Blackboard
by
12 noon

on the day the case is to be discussed (see Calendar for specific dates).
The group will lose 5% of the group case leadership grade every 30 minutes the responses are
submitted late

(i.e., the group will lose 5% of the grade if the they submit the responses to the
case assignment questions at 12:01pm on the due date, and 10% of the grade if submitted at 12:
31 pm).
Also note that I

will
use
the submission date and time reported by th
e Discussion
Board

on Blackboard
.



Discussions
of cases

(
1
2.
5% of grade

(50points)
):

Discussion
is very important in this class. All
the other group

member
s not leading a case on a particular day would be required to respond to
the
group
leaders post and those of other group
members' posts

individually

for 7 points per
case (total of 56

points)
. The group members’ grade
will be based on
the
content of discussion,
application of course concepts,
timeliness of posting.
You cannot repeat a
point that that has
be
e
n made by other members of the class, so you must be familiar with the postings of other
4


members of your class before you respond to the group’s posting.
All responses must be
posted by
10:00
pm

(if you post
your discussion
after th
e due time of 10:00
pm you will not
receive credit for your posting
)
. Also if you post your discussion late a
fter the other

members
of
the class hav
e almost finished

posting their responses
, you will
be penalized)
.
It is very important
to be respectful of others' opinion and viewpoints. Failure to do so will be reflected in your
discussion grade.


Readings

Readings are assigned for each section of the semester. You will be required to read from your textbook
and
additional readings

if possible
. The additional readings will be supplied on
-
line. And it will be your
responsibility to read in preparation for the class

activities
. It is suggested that you keep a notebook and
take notes for each chapter of required read
ing

to supplement the Powerpoint notes
.
If you require further
explanation
of the concepts in the textbook
or have questions after you read the book or Powerpoint
notes, post your question on the discussion b
oard and
I will respond within
4
8

hours
. All per
sonal
questions should be sent to my email address and I will respond as soon as possible

(usually within 24
hours)
.
This is the best way to comprehend the material since you will not attend classroom lectures.

Discussion of

C
ases

The fo
rmat is threaded
discussion. The student group leaders’ will be given case discussion

question
s
and asked to respond. The student group leaders’

response
s are

av
ailable for other students in the class

to see and reply. As
the
other student in the class

respond to the student group leaders’ response
s as
well as other student
s’ responses
, "threads" of discussion are created. The purpose of this exercise is to
get you to interact around some of

the central issues in the case
. Student interaction provides a
dditional
insights and the students themselves become one another's teachers. The professor monitors the
discussion.

Grading Scale



A = 365


400 Points


A
-

= 355
-

364


B+= 340
-

354


B

= 330
-

339


B
-

= 320
-

329


C+

= 305
-

319


C

= 290
-

304


C
-

=
275
-

289


D

= 260
-

274


F

= Below 260




Additional Requirements


Written Assignments Policies

5


a.

Every written assignment
must
have a cover page, page numbe
red, double
-
spaced, font size 12

and above, and 1
-
inch margins.

b.

All
assignments should be well organised, and well written. There should be no typing errors,
spelling mistakes, or grammatical errors.

You will lose points equal to 5% of the assignment grade for each violation.


Blackboard and Electronic Communications

A
number of course documents, including course lecture slides and readings, will be posted in
Blackboard. Typically an electronic communication will be sent to the class indicating that a new posting
has been made

through your UNCG email address
. Having ac
cess to and frequently checking
Blackboard
and your UNCG emails
will be important to your success in this course.


Email Communications

For purposes of this course I will assume that you check your UNCG email daily. Thus I assume you will
be aware of any communications or requests sent at least 24 hours prior to
any assignment relating to the

class meetings. If you have any questions ab
out UNCG email you can obtain assistance by calling 256
-
tech during normal business hours or by asking for assistance in the Bryan School computer labs.


ALL ELECTRONIC COMMUNICATIONS WILL BE SENT TO YOUR UNCG EMAIL ADDRESS. ALSO
USE YOUR UNCG EMAIL ACCOUN
T TO COMMUNICATE WITH ME

AT ALL TIMES
. I WILL NOT
RESPOND TO ANY ELECTRONIC COMMUNICATIONS THAT IS NOT FROM A UNCG EMAIL
ACCOUNT.


Inclement Weather

The University of North Carolina at Greensboro will remain open during adverse weather conditions
unless t
he Chancellor makes the administrative decision to make a schedule change. Students can
obtain details on those decisions from the Adverse Weather Line at (336) 334
-
4400 or the web address:
http://www.un
cg.edu/iss/weather.htm


Student Conduct

The Bryan School has guidelines on student conduct which can be found at
http://www.uncg.edu/bae/faculty_student_guidelines.pdf

.


EVALUATION OF
COMPREHENSIVE WRITTEN CASE ANALYSIS


Student Name(s): ___________________________________________________________



Identification and definition of p
roblem




___________________(10
)


Use of strategic concepts & analytical tools


you have been exposed to
in the

course




___________________(1
0)


Use and interpretation of case data/information quoting

specific figures and using ratio analysis where app
licable



___________________(10
)

6



Recommended course of action (includes

identification & evaluation of
altern
atives)



___________________(15
)


Organization, logic and clarity of presentation

(includes grammar, spelling & writing mechanics)


___________________(3
)


Professional presentation (includes page cover,

page numbering, page length, margins, spaci
ng
, etc.)


___________________(2
)



TO
TAL








___________________(5
0)



7


CALENDAR OF ACTIVITIES




WEEK 1: JUNE 24


25




JUNE 24



UNITS AND ASSIGNMENTS

o

UNIT 1: WHAT IS STRATEGIC MANAGEMENT?


o

Unit 1
-
1
: Definition of Strategy and Strategic Management

o

Unit
1
-
2
: The Strategic Management Process

o

Unit 1
-
3
: Corporate Governance and Stakeholder Management

o

Unit 1
-
4
: Ensuring Coherence in Strategic Direction

o

Unit 1
-
5
: Analyzing Cases


o

ASSIGNMENT

1.

Read:

DLE Chapters 1 & 13





JUNE 25



UNITS AND ASSIGNMENTS

o

UNIT 2: An
alyzing the External Environment


o

Unit 2
-
1
: Importance of External Environment

o

Unit 2
-
2:

Environmentally Aware Organization

o

Unit 2
-
3
: The General Environment

o

Unit 2
-
4
: The competitive Environment I

o

Unit

2
-
5
: The Competitive En
vironment II


o

ASSIGNMENT

1.

Read:

DLE Chapter

2


_____________________________________________________________


WEEK 2: JUNE 28


JULY 2




JUNE 28


-

UNITS AND ASSIGNMENTS

o

UNIT 2: ANALYZING THE EXTERNAL ENVIRONMENT


o

QUIZ AND ASSIGNMENTS

8


1.

Quiz 1 (UNITS 1 & 2) 5 minutes

2.

Case Discussion 1
:
The Casino Industry (Team 1) Due June 2
8




JUNE

29



UNITS AND ASSIGNMENTS

o

UNIT 3: Assessing the Internal Environment


o

Unit 3
-
1:
SWOT Analysis

o

Unit 3
-
2:
Value Chain Analysis

o

Unit 3
-
3
: Resources and Capabilities

o

Unit 3
-
4
: Evaluating Firm Performance

o

Unit 3
-
5
: Knowledge, Human Capital and Intellectual Capital

o

Unit 3
-
6
: Social Capital

o

Unit 3
-
7
: Leveraging Human Capital and Knowledge


o

ASSIGNMENT

1.

Read:

DLE Chapter 3 & 4




JUNE 30



UNITS AND ASSIGNMENTS

o

UNIT 4: BUSINESS
-
LEVEL STRATEGY


o

Unit 4
-
1
: Competitive
Advantage and Business
-
Level Strategy

o

Unit 4
-
2
: Cost Leadership Strategy

o

Unit 4
-
3
: Differentiation Strategy

o

Unit 4
-
4
: Focus Strategy

o

Unit 4
-
5
: Combination Strategy

o

Unit

4
-
6
:

Industry Life Cycle Stages and Business
-
level Strategies


o

ASSIGNMENTS

1.

Quiz 2 (Unit

3) 5 minutes

2.

Read:
DLE Chapter 5


________________________________________________________________________


WEEK 3
: JULY 5


9




JULY 5 & 6



UNITS AND ASSIGNMENT

o

UNITS 3 AND
4 CONTINUED


o

ASSIGNMENTS

1.

Case Discussion 2:
McDonald’s (Team 2) Due
July 5

2.

Case Discussion 3:
Apple Inc. (Team 3) Due July 6




JULY 7



UNITS AND ASSIGNMENT

o

EXAM 1 (UNITS 1
-
4) 90 minutes




JULY 8



UNITS AND ASSIGNMENT

9


o

UNIT 5: CORPORATE
-
LEVEL STRATEGY


o

Unit 5
-
1
: Corporate Strategy through Diversification

o

Unit 5
-
2
: Related
Diversification

o

Unit 5
-
3
: Unrelated Diversification

o

Unit 5
-
4
: Means to Achieve Diversification

o

Unit 5
-
5
: Managerial Motives and Value Creation


o

ASSIGNMENT

1.

Read:
DLE Chapter 6




JULY 9



UNITS AND ASSIGNMENT

o

UNIT 6: INTERNATIONAL STRATEGY


o

Unit 6
-
1
: Factors
Affecting International Competitiveness

o

Unit 6
-
2
: International Expansion: Motives and Risks

o

Unit 6
-
3
: Competitive Advantage in International Markets

o

Unit 6
-
4
: Entry Modes of International Expansion


o

ASSIGNMENTS

1.

Quiz 3 (UNIT 5) 5 minutes

2.

Read:

DLE Chapter
7


________________________________________________________________________


WEEK 4: JULY 12


16




JULY 12



UNITS AND ASSIGNMENT

o

UNIT 6: INTERNATIONAL STRATEGY

(CONTINUED)


o

ASSIGNMENTS

1.

Case Discussion 4:
Johnson & Johnson (Team 4) Due July 12

2.

Quiz 4 (UNIT

6) 5 minutes




JULY 13



UNITS AND ASSIGNMENT

o

ASSIGNMENT

1.

Case Discussion 5:
Heineken (Team 5) Due July 13




JULY 14



UNITS AND ASSIGNMENT

o

UNIT 7
: STRATEGIC CONTROL AND CORPORATE GOVERNANCE


o

Unit 7
-
1
: Responding to Environmental Change

o

Unit 7
-
2
: Balancing

Culture, Rewards, and Boundaries

o

Unit 7
-
3
: Corporate Governance and Internal Control Mechanisms

o

Unit 7
-
4
: External Corporate Governance Mechanisms


o

ASSIGNMENTS

1.

Read:
DLE Chapter
9

10


2.

QUIZ 5 (UNIT 7) 5 minutes (July 14)




JULY 15 & 16



UNITS AND ASSIGNMENT

o

UNIT 8
:
ORGANIZATIONAL DESIGN


o

Unit 8
-
1
: Traditional Forms of Organizational Design

o

Unit 8
-
2
: International Operations and Organizational Structure

o

Unit 8
-
3
: Boundryless Organizational Designs


o

ASSIGNMENT

1.

Read
: DLE Chapter 10

2.

Case Discussion 6
:

AG and the Bonus Fiasco (Team 6) Due July 16


_____________________________________________________________________________


WEEK
5: JULY 19



23




JULY 19



UNITS AND ASSIGNMENT

o

ASSIGNMENT

1.

Case Discussion 7
:
Automa
tion Consulting Services (Team 7
) Due
July 20

2.

Quiz 6 (UNIT 8) 5 minutes




JULY 20



UNITS AND ASSIGNMENT

o

UNIT 9: STRATEGIC LEADERSHIP


o

Unit 9
-
1:
Three Interdependent Activities of Leadership

o

Unit 9
-
2:
Emotional Intelligence

o

Unit 9
-
3:
Developing a Learning Organization

o

Unit 9
-
4:
Creating an Eth
ical Organization


o

ASSIGNMENT

1.

Read:
DLE Chapter 1
1





JULY 21 & 22


UNITS AND ASSIGNMENT

o

ASSIGNMENT

1.

Case Discussion 8
:
Procter and Gamble (Team 8) Due July 22




JULY 23



UNITS AND ASSIGNMENT

o

ASSIGNMENT

1.

Review For Exam 2 (Units 5
-
9)


__________________________________________________________________________

11



WEEK
6: JULY 26



29




JULY 26
-
28



UNITS AND ASSIGNMENT

o

ASSIGNMENT

2.

Review For Exam 2 (Units 5
-
9)




JULY 29



UNITS AND ASSIGNMENT

o

EXAM 2 (UNITS 5
-
9) 90 minutes


____________________________________________________________________________