MGT 491.04 Business Policy & Strategy

MGT 491.04 Business Policy & Strategy

Course Syllabus

MGT 491.04 – Business Policy & Strategy

Bryan Room 104

Wednesday 6:00-8:50pm

Instructor Information:

Lecturer: Mr. Joseph Erba

Office: Bryan #379

Office Hours: By appointment

E-mail:

Phone: 334-3065

Required Texts:

Strategic Management: Text and Cases by Dess, Lumpkin & Eisner. 4rd edition (2008).

McGraw-Hill/Irwin, ISBN-10: 0-07-340498-5

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 and 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 such, 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 effectiveness. 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 inherent when a firm attempts to 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 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, implemented and 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 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 leadership tasks 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
  • In-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 reading 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 the 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 opportunity 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
/ 10%
  1. Group case work
  2. Written case only
  3. Written case with presentation
/ 1 per team @ 10%
1 per team @ 10% for case
5% for presentation / 25%
  1. Course Exams
/ 3 @ 15% each / 45%
  1. Bryan School Comprehensive Exam
/ 10%
  1. Final Exam
/ 10%

Grading Scale:

A (90-100) ------ A-= 90-92.9 A= 93-97.9 A+= 98-100

B (80-89.9) ------ B-= 80-82.9 B= 83-86.9 B+= 87-89.9

C (70-79.9) ------ C-= 70-72.9 C= 73-76.9 C+= 77-79.9

D (60-69.9) ------ D-= 60-62.9 D= 63-66.9 D+=67-69.9

F (0-59.9)

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

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 reasonable to assume an absence will occur during the term. After two absences, the student’s participation grade will be reduced significantly. 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.

II. Group Case work:

Two per student group

The class will be broken into 2-3 person teams (depending upon class size) in the early part of the semester. Each team will prepare two cases. One from the text and one of a company of the team’s choosing. Each team will be required to prepare a comprehensive written analysis of the companies assigned/selected. The analysis must include at a minimum, the following:

  • Brief analysis of the industry and major markets the firm participates in.
  • Identifying and explaining the key problem(s) facing the firm, utilizing Porter’s 5 forces model (e.g. subsistence, managing growth, leadership, market forces, disruptive technological issues, etc,).
  • Identification and explanation of the key strategies, policies, internal and external events that have been most important in achieving competitive advantages or conversely, leading to major problems.

-perform an analysis of the firm’s financial position.

-review & comment on the firm’s leadership & organizational structure

  • Defining whether these advantages are sustainable in light of business and industry issues.
  • Developing and explaining strategic recommendations for the firm.

***This is the key to your case work analysis***

For the text-assigned case, the information provided in the text is a starting point for the team exercise. Although most of the information provided is relatively current, further research of the firm will be necessary to bring your information up-to-date and successfully complete this assignment.

Approach this project as though you are a team of consultants hired by the firm to conduct a strategic analysis. Assign responsibilities based on your areas of interest and expertise. Select a group leader/facilitator to keep the group moving forward. Create a time line to complete the specific assignments and self-monitor the team.

The written document for each case cannot exceed 6 single-spaced, (size 11 or 12 font) typed pages excluding charts/graphs/appendix. Tables and figures may be prepared and referenced as supporting material and will not be counted towards the page maximum. The written case must flow well and show no discernable difference in author grammar or sentence composition (i.e. have one person write the final product and one type it). This should be a professional looking document, void of any grammatical, spelling or format errors.

Your team is strictly limited to the 6- page maximum length. Any extension beyond the 6-page max will be disregarded. Thus, part of the challenge is to complete the analysis and tell the story in the six pages allocated.

Note: Mere restatements of case facts will not be well received. You must use the tools of analysis to weave a compelling story that supports your set of recommendations. The key component of this analysis is your set of recommendations and support thereof. Always justify all key statements you make!

The team will receive one, combined grade for the written document, but individual grades may be impacted by the Performance Monitoring process (see following explanation).

  1. Text-based case analysis:

For the case assigned from the text, the team will present their analysis to the class, per the schedule in the syllabus (see Schedule of Assignments). Therefore the following will apply:

Case presentation:

Each member of the team has to present an equal portion of the case. The oral presentations carry a significant grading. Each team member will receive a separate, single grade for their part of the presentation. As such, considerable 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.

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

  1. I know considerably more about this company than prior to the presentation.
  2. I understand the issues that the company has faced/is facing.
  3. I understand the position the company maintains within its markets/industry.
  4. I understand the recommendations the group is making to improve the company’s situation.
  5. I understand why the group is making these recommendations.
  6. The group displayed a deep level of knowledge about the firm.
  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 tool. Grading will be negatively affected if you do not comply with the limit.

Presentation Assessment:

Class members will be required to complete an assessment of the team presentation (Exhibit 1). The instructor will combine the class’s assessment with his own to create a grade.

Each group will be allocated no more than 10 minutes to make their presentation. 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:

This section applies to both the Group Case Work exercises.

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 skill 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 employed to monitor team performance.

Peer evaluations(Exhibit 2): Each individual in a team will be required to complete a peer evaluation on his/her teammates at the conclusion of the two teaming projects for the course. This evaluation, along with the instructors evaluation of the quality of work submitted will be used to assess an individual’s grade for the projects. 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 appropriately reduced. Similarly, consistently superior ratings will be rewarded accordingly.

The “Trump” effect: In the case where a team member consistently underperforms during the development stages of the projects, action can be taken by the team, in sequential steps, as follows (underperformance includes but it not limited to missing scheduled meetings, not completing agreed-upon assignments in the time required, etc.):

  1. Team meets with the underperformer(s) and discusses the issues and clearly delineates the expectations of 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 at 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 team, he/she will receive a score of “F” for the case document & presentation. No make-up work is available to counteract this failing.

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. Bryan School Exam:

All students taking any section of MGT 491 this semester are required to take the Bryan School comprehensive exam. This exam is designed to test your recall of the core elements of your business school training (i.e. common body of knowledge courses). The exam is one-day only and make-ups are not possible. Therefore all Bryan students are required to take the test on the date defined (see attached Schedule of Assignments). Please inform employers, family members and significant others now, that you have this obligation.

V. Course Final Exam

The final exam for the course will be a case evaluation.

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. Students 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.

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 Chancellor 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.uncg.edu/iss/weather.htm.