Managing the Enterprise MGT 490: Syllabus Fall 2011

Managing the Enterprise MGT 490: Syllabus Fall 2011

Tuesday and Thursday— Miriam Hall, Room 104

Professor: Diane M. Sullivan, Ph.D. / Office Hours: Tuesday and Thursday
Office location: SBA, room 702 / 1:00pm-2:45pm, and by appointment
Phone: 937-229-3705
Email:
Website:

Objective

This course focuses on creating an understanding of how concepts and analytical tools learned in other business courses are integrated in practice to create a unified whole. Students learn how general and top managers gather and use information to influence organizational mission, goals, and strategies. Course typically relies heavily on cases and/or simulation. Further, this course seeks to align understanding managing the enterprise with the Mission of the UD SBA: The School of Business Administration is a learning community committed in the Marianist tradition to educating the whole person and to connecting learning and scholarship with leadership and service in an innovative business curriculum designed to prepare students for successful careers in the contemporary business environment.

Text:

Hitt, Ireland & Hoskisson (2007) Strategic Management: Competitiveness and Globalization- Concepts, 8th Ed., Thompson South-Western.

Other Materials:

Capstone® simulation registration (

Grades are comprised of:

Assignments / Point Value / Due Date
Individual Assignments
CapSim Quiz / 70 /

Tuesday, September 20, 2011

Experiential/Networking Paper Assignment / 100 /

Within one week after student attends the session

Mid-term Exam (all material to mid-term, multiple choice format) / 100 /

Tuesday, October 18, 2011

Final Exam (all material from mid-term, multiple choice format) / 100 /

8:00am, Wednesday, December 14, 2011 in O’Leary Auditorium (Block Exam)

Team Assignments

Simulation Performance

/ 100 /

Determined after Round 8 of CapSim processes

CapSim Strategic Plan

/ 100 /

Thursday, October 27, 2011

Final Presentation (100-pts) and Peer Evaluations (30-pts)

/ 130 /

Teams Andrews, Baldwin and Chester: Tuesday, November 29, 2011
Teams Digby, Erie and Ferris: Thursday, December 1, 2011

Total Possible Points (individual & team): / 700

Grading

The plus/minus system will be used whereby grades will be distributed according to the following schedule:

Out of 700 Points:

Grade / High Range / Low Range / Percentage in Course / GPA
A / = / 700 / 658 / 94 – 100 % / 4.00
A- / = / 657 / 630 / 90 – 93 % / 3.67
B+ / = / 629 / 609 / 87 – 89 % / 3.34
B / = / 608 / 588 / 84 – 86 % / 3.00
B- / = / 587 / 560 / 80 – 83 % / 2.67
C+ / = / 559 / 539 / 77 – 79 % / 2.34
C / = / 538 / 518 / 74 – 76 % / 2.00
C- / = / 517 / 490 / 70 – 73 % / 1.67
D / = / 489 / 420 / 60 – 69 % / 1.00
F / = / 419 / 0 / < 60 % / 0.00

Performance Standard for Grading

Many of you have either already begun your transition period from being a student to a professional or you are planning to in the near future. As such, the quality of the work you complete should be that of a professional.

The following will be used in grading your work and in assigning your final grade for the course.

A = Outstanding: A student who consistently demonstrates a nuanced understanding of material, engages in high quality participation/preparedness, exhibits excellent team management abilities, generates deliverables that demonstrate superior abilities, etc.

B = Above Average: A student who consistently demonstrates above average understanding of the material, engages in participation demonstrating regular preparation, works well in groups, turns in thoughtful, well-prepared, high-quality deliverables, etc. May demonstrate sporadic “outstanding” work.

C = Average: A student who demonstrates an understanding of the material, comes to class most of the time and participates, is usually prepared, gets along in groups, provides a positive contribution to team assignments, and turns in deliverables of appropriate professional quality.

D = Below Average: A student who does not fully understand the material, misses class and/or fails to participate regularly, doesn’t prepare for class regularly, gets along in groups and does a fair share but the quality may not meet group members’ expectations, puts deliverables together at the last minute, etc.

F = Failure: A student who has an inadequate understanding of some or all of the material, misses class, does not participate, does not turn in all deliverables, and/or does not complete team assignments.

Attendance and Class Participation

Attendance, advanced preparation, active preparation and contribution are vital to your career success. It is also vital to an effective learning environment. No set weight is allocated to this component of the course. However, your instructor, at her discretion, will use this component to revise your overall grade for this course—this may raise or lower your grade. Pop quizzes may periodically be given to help in assessing preparation.

Throughout the semester I will evaluate the adequacy your individual class participation. Evaluations will primarily be based on the frequency and quality of your contributions to in-class discussions as well as your contributions during in-class exercises (both individual and team-based). If individual class contributions are not deemed adequate (e.g., if you never speak up in class) or value-adding to the class discussions and in-class projects (e.g., your contributions must be meaningful to the topics under discussion), your overall final grade can be increased or decreased. These evaluations will occur on an ongoing basis and a final evaluation regarding each student’s semester-long participation quality will be made at the end of the semester.

A few notes on class contributions: The assessment of contribution will be based first on the qualityand second on thequantity of your participation. Further, the extent of both attributes will be solely determined by the instructor. While much of the focus of class discussions is the application of analytical frameworks/tools to guide strategic decisions, any comments adding to the classes’ understanding of the issues, cases, firms, strategic topics, etc. are encouraged. Comments reflecting thorough preparation which extend the class discussion can positively affect your grade. Conversely, “off-the-cuff” and non-value adding contributions will negatively affect your grade.

What is a contribution?

Raising and answering substantive and relevant questions

Sharing relevant ideas, observations, and personal experiences

Generating potential solutions

Relating/synthesizing ideas of others to increase everyone’s understanding of a concept

Pointing out relationships to earlier discussions

Please note that criticism of others’ ideas/comments without substantive recommendations or alternatives is not considered a contribution

Other Policies

Electronic Devices

No electronic devices are to be used in the classroom (e.g., cell phones, PDAs, laptops, etc.).
Throughout the semester, there may be certain designated in-class work days where a laptop may be used in class. These days will be announced in class.

Students with Disabilities

I would like us to discuss ways to ensure your full participation in this course. If you feel you need an accommodation based on the impact of a disability, please contact me privately to discuss your specific needs. Formal disability-related accommodations are determined through the Learning Teaching Center’s Office of Student Learning Services (SLS). It is very important that you be registered with SLS and notify me of your eligibility for reasonable accommodations with a signed SLS Self-Identification Form. We can then plan how best to coordinate your accommodations. For more information, please contact SLS at 937-229-2066, by email at or stop by the SLS office in LTC 023.

Academic Integrity

Academic dishonesty will not be tolerated. This is a policy that I take very seriously. If cheating, plagiarism, or academic dishonesty of any kind occurs, the offender will be automatically dismissed from the course with a failing grade.
The University Bulletin specifies what constitutes academic dishonesty, so I suggest that you read it. For example, beyond those types of dishonesty discussed in point one in this section, academic dishonesty also involves enabling others to cheat. That is, if you “lend an assignment” to someone, and they copy it (or just portions of it), you will receive the same penalty as they do. It doesn’t matter if you tell them not to copy, if they do so anyway, you share liability with them. If it is a group assignment, I use my judgment to decide what to do, but everyone within the group can receive the same grade.
With regard to citing references that you have used within the body of your work, you must cite all sources. Anything that is cut and pasted should be included in quotes and cited in your bibliography. Do not excessively use direct quotes, either. Be sure to paraphrase if direct quoting seems excessive. If you are unclear of what to cite or not, contact me for clarification before the assignment is due.
For any emails sent during the semester, I will use the University’s Lotus Notes email system and the corresponding email addresses for the members of the class.

Classroom Professionalism

Always be respectful of others in the class (professor and students); their opinions and comments.
Respect extends beyond the classroom. The content of any emails, group meetings, online chat meetings, etc., should be carefully thought out. Please be respectful of each other and the professor, including your electronic transmittals. This is a formal business course and I expect you to conduct yourselves as business people inside and outside of the classroom, including correspondence.
The professor reserves the right to alter the syllabus, itinerary, or class assignments at any time.
Any behavior deemed by the professor as unprofessional, disrespectful, inappropriate, and/or rude will result in up to a 20% reduction in your final grade.

Managing the Enterprise MGT 490

Course Outline for Fall 2011

Readings and assignments are due on the day noted on this itinerary. Please come prepared to discuss the readings assigned and with the downloaded slides from the course website. Changes can occur to maximize learning.

Class Date

Day

Topics

Assignments Due

August 25 / Thursday / *Classes Begin*

Course Introduction

Assignment Discussion

August 30 / Tuesday /

CapSim: Introduction and Teams Formed

CapSim Manual

September 1 / Thursday /

CapSim: Introduction (Continued)

CapSim Tutorial “Introductory Lesson”
Individual Assignment: CapSim registration to be completed by today

September 6 / Tuesday /

CapSim: Introduction (Continued)

CapSim Tutorial “Introductory Lesson”(Continued)

September 8 / Thursday /

Strategic Management and Strategic Competitiveness

Chapter 1
CapSim Practice Round #1 processes

September 13 / Tuesday /

The External Environment: General Environment

Chapter 2

September 15 / Thursday /

The External Environment: Industry Environment

Chapter 2
CapSim Practice Round #2 processes

September 20 / Tuesday /

The Internal Environment Lecture Day #1

Chapter 3
Individual Assignment: CapSim Quiz (70-points)

September 22 / Thursday /

Internal Environment In-Class Exercise

CapSim Practice Round #3 processes

September 27 / Tuesday /

The Internal Environment Lecture Day #2

Chapter 3

September 29 / Thursday /

Business-level Strategy Day #1

Chapter 4
CapSim Practice Round #4 processes

October 4 / Tuesday /

In-class Team CapSim Meetings

October 6 / Thursday / *Midterm Break, No Classes* /

CapSim Graded Round #1 processes

October 11 / Tuesday /

Business-level Strategy Day #2

Chapter 4

October 13 / Thursday /

Mid-Term Exam Review

CapSim Graded Round #2 processes

October 18 / Tuesday / Mid-term Exam (100-points)
(Chapters 1-4) /

Individual Assignment: Mid-term exam (100-points)

October 20 / Thursday /

Competitive Rivalry and Competitive Dynamics

Chapter 5
CapSim Graded Round #3 processes

October 25 / Tuesday / In-class Team Workshop Day
October 27 / Thursday /

Corporate-level Strategy, Day #1

Chapter 6
Team Assignment: Strategic Plan Due (100-points)
CapSim Graded Round #4 processes

November 1 / Tuesday /

Corporate-level Strategy, Day #2

Chapter 6

November 3 / Thursday /

Acquisition and Restructuring Strategies Day #1

Chapter 7
CapSim Graded Round #5 processes

November 8 / Tuesday /

Acquisition and Restructuring Strategies Day #2

Chapter 7

November 10 / Thursday /

International Strategy Day #1

Chapter 8
CapSim Graded Round #6 processes

November 15 / Tuesday /

International Strategy Day #2

Chapter 8

November 17 / Thursday /

Presentation Prep Day (team meetings, teams Andrews, Baldwin and Chester)

CapSim Graded Round #7 processes

November 22 / Tuesday /

Presentation Prep Day (team meetings, teams Digby, Erie and Ferris)

November 24 / Thursday / *Thanksgiving Break, No Classes* /

CapSim Graded Round #8 processes

November 29 / Tuesday /

Final Presentations Teams

Andrews, Baldwin and Chester

Team Assignment: Feasibility Analysis Presentations (100-pts)

Peer Evaluations Due (complete them on the CapSim website under homework link) (30-pts)

December 1 / Thursday /

Final Presentations Teams

Digby, Erie and Ferris

Team Assignment: Feasibility Analysis Presentations (100-pts)

Peer Evaluations Due (complete them on the CapSim website under homework link) (30-pts)

December 6 / Tuesday /

*Last Day of Class*

Final Exam Review

8:00am
December 14, 2011
(Wednesday) /

Final Exam (100-points)

(Chapters 5-8) /

Location: Miriam Hall, O’Leary Auditorium

Managing the Enterprise: Individual Assignments

Assignment Name: CapSim Quiz
Assignment Type: Individual Assignment
Points: 70-points
Due Date: September 20, 2011, Tuesday
Overview
It is imperative that each and every student understand how the simulation works. To help you to learn the specifics of the simulation, there will be a mandatory CapSim quiz. The better you understand how the simulation works, what parameters can be altered, and how performance is measured, the more successful your team will be and the more you will learn. This quiz will cover information in the required reading in Capstone Business Simulation: Student Guide. You are also strongly advised to take advantage of the tutorials available at CapSim’s web site.
Assignment Name: Experiential/Networking Paper Assignment
Assignment Type:Individual Assignment
Points: 100-points
Due Date: Within one week after student attends the session
Overview
Over the semester, you will have the opportunity to attend events with business professionals and peers aimed at increasing your understanding about how course concepts are applied in practice. These include UD Walk the Talk sessions. 100-points of your course grade will be based on your attendance and completion of a written assignment for one of the Walk the Talk events. Dates and time for the Walk the Talk events scheduled for fall 2011 are below. You will sign-up for a Walk the Talk event in class, during the first week of classes. After the first week of class to schedule or reschedule a date, you will need to contact Maria Elking ().

Thursday,September 20th
Thursday, October 27th
Wednesday, November 9th
Wednesday, November 30th

Topics may include ethical aspects of business, planning, competition, or other related topics. Advance registration is required and space is available on a first-come, first-serve basis. Following the session, you are to provide a one page write-up explicitly addressing the following six elements:

Identification of the event attended and the MGT490 chapters and topics to which it relates. This should be more than a simple mention of the chapter or case. I’m looking for why and how the material relates. This is a critical part of the assignment.
A brief summary of the presentation or different views expressed.
A summary of the alternatives for resolving the issue proposed at the Walk the Talk event.
The specific course of action that you would recommend for resolving the issue at the Walk the Talk event.
Your reaction to the presentation or discussion.
The key learning points from the event.

Format/Write-up Details

The write-up may not exceed one (1) single spaced page.
The written assignment is due no later than one week following the session.

Use 10- or 12-point Times New Roman font
Use 1” margins
Single space the paper
Write in complete sentences
Be cautious of your writing skills. Proofread the paper to ensure there are no problems with writing skills.
Late papers will NOT be accepted.

Managing the Enterprise: Team Assignments

Assignment Name: Simulation Performance
Assignment Type: Team Assignment
Points: 100-points
Due Date: Determined after Round 8 of CapSim processes

Overview

100 points of your course grade will be based on the performance of the simulated company you will manage. In order to receive credit for this portion of the course, all students must register on no later than the registration deadline date indicated on the itinerary (Thursday, September 1st). Failure to register in a timely manner will negatively affect the grade that you and your team achieve. Registration details are below.

CapSim Registration Information

Please visit the CapSim website ( to register. You will need a credit or debit card to register and the cost of registration is $44.99. In addition, you will need to register using the Industry ID that corresponds to the section of MGT 490 within which you are enrolled. Please register using the following Industry ID numbers as it corresponds to the MGT 490 section within which you are enrolled.

MGT 490 Section / Industry ID
MGT 490 Section 04 / C44763
MGT 490 Section N1 / C44766

Performance Criteria

Your team will determine the performance criteria that you wish to be graded against, and your criteria will likely differ from what your competitors select. Teams will not be able to see the criteria selected by their competitors until after the simulation is completed.

Your team simulation performance, prior to adjustment based on your peer evaluations, may be modified relative to other industries assuming your industry falls within appropriate parameters. If industry and competitive conditions fall outside appropriate parameters, professorial intervention may occur. The following is a guide for the grading of your performance in the simulation. Based on prior experience, we offer that criterion #1 will be used for the vast majority of teams but offer criteria #2(a-c) as a safety net. The grade will be the highest of the following calculations:

1. ((Your CapSim score * 10) + 40) / 100 = percentage

- or -

2a. A 55% provided that all members of your team have registered on time and submitted all rounds, peer evaluations, and other CapSim related materials on time.

2b. A 65% provided that you complete “2a” above and post either positive cumulative profits of $25 million or have an average stock price of $48 per share.

2c. A 70% provided that you complete “2a” above and post both positive cumulative profits of $25 million and have an average stock price of $48 per share.