BUS 599 001VA016[1]
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BUS 599 001VA016[1]

Course Number: MBA ACC557, Spring 2011

College/University: Strayer

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Strategic Management BUS 599 001VA016 Student Course Guide Prerequisite: To be taken as last or next to last course. Quarter Meeting Days/Time Instructor Instructor Phone Instructor E-mail Instructor Office Hours/Location Academic Office Phone Number Strayer Technical Support eCollege Help Desk Spring 2011 Asynchronous Dr. Etido Akpan (800) 422 8055 ext. 19058 (any time) etido.akpan@strayer.edu Fridays from 11...

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Management Strategic BUS 599 001VA016 Student Course Guide Prerequisite: To be taken as last or next to last course. Quarter Meeting Days/Time Instructor Instructor Phone Instructor E-mail Instructor Office Hours/Location Academic Office Phone Number Strayer Technical Support eCollege Help Desk Spring 2011 Asynchronous Dr. Etido Akpan (800) 422 8055 ext. 19058 (any time) etido.akpan@strayer.edu Fridays from 11 am 2:00 pm EST, Strayer Online http://hss.strayer.edu 1-877-642-2999 (Used for problems entering the class) 1-866-448-6703 (Used for problems once in the class) INSTRUCTIONAL MATERIAL Thompson, A.A., Strickland, A.J., & Gamble, J.E. (2010). Crafting and executing strategy: The quest for competitive advantage: Concepts and cases: 2009 custom edition (17th ed.). New York: McGraw-Hill-Irwin. Custom Book (2009). BUS599: Strategic management cases. New York: McGraw-Hill. INSTRUCTIONAL MATERIAL - Supporting The following resources provide additional background and supporting information for this course. There is no need to purchase these items for the course. Adam, L., Jochim, D., & Cutting, T. (2008). The art of strategic leadership: A proven approach to optimizing your organization. R.W. Beck. Ellet, W. (2007). The case study book: How to read, discuss, and write persuasively about cases. Boston: Harvard Business School Publishing. Hughes, R., & Beatty, K. (2005). Becoming a strategic leader: Your role in your organizations enduring success. San Francisco: John Wiley & Sons. I. COURSE DESCRIPTION Examines the strategic management process and implementation of successful business strategies in the highly competitive and dynamic global environment. Analyzes the impact of technology, government policy, and world economic and political forces on strategy formulation and execution. This course is the capstone course for the MBA program. Analytic, integrative, and decision-making skills will be exercised through the use of case analysis and decision making that will involve the core business functions, leadership challenges, and global operations. BUS599 Student Version 201004 [1002 01/13/10] Page 1 of 34 II. COURSE OUTCOMES Upon the successful completion of this course, the student will be able to: 1. Recommend effective business strategies based on an analysis of domestic and global operating environments, market dynamics, and internal capabilities. 2. Analyze the external and internal environment for opportunities, threats, strengths, and weaknesses that impact the firms competitiveness. 3. Describe strategic planning techniques used to formulate alternative strategies designed to achieve stated business goals. 4. Analyze a plan to implement a firms strategy and manage the change from current operations. 5. Analyze strategies for exerting the internal leadership needed to drive the implementation of strategic initiatives and improve operating excellence. 6. Use technology and information resources to research issues in strategic management. III. COURSE EXPECTATIONS As adult students, we expect you to share your experiences and knowledge with your peers in course discussions. As adult students, we expect active participation and commitment to your learning experience. As adult students, we expect you to communicate professionally with your professor about your progress in this course. As adult students, we know you expect prompt and qualitative feedback that will foster learning. As adult students, we know you expect to apply what you are learning in your personal and professional lives. Course Expectations and Late Work Policy Please note that late responses to the weekly threaded discussions will not be accepted, except in emergencies such as medical emergency or other situations as determined by the professor. Any assignment submitted after 7 days from due date is automatic zero unless prior arrangement was made with the instructor. One day late will be 15% penalty, two days 20%, three days 30%, four days 40%, five days 50%, six days 60%, seven days 70%, and after seven days is unacceptable for credit. Weekly course work is due by 11:59PM EST on Sunday. No work will be accepted for credit after the quarter ends. Response Times and Turn-around Times for Course Events: Email: 24 48 hours. Please include your full name and course information in all emails. Failure to provide the above information will delay the response and resolution of your concern. Assignments: Please allow 7 days from due date for discussion question grades to be posted. Allow two weeks for written assignments to be posted. BUS599 Student Version 201004 [1002 01/13/10] Page 2 of 34 IV. WEEKLY COURSE SCHEDULE The weekly schedule below describes the learning activities that will help you achieve the course objectives listed above and the assignments that will be used to measure your mastery of the outcomes. Each week is divided into sections consisting of activities including readings, lectures and discussions, and assignments. Assignments will reinforce the material covered in the session. WEEK 1 4/4-4/10 Course objective in focus: Recommend effective business strategies based on an analysis of domestic and global operating environments, market dynamics, and internal capabilities. Supporting topics: Role of business strategy Strategy and Ethics Relationship between strategy and business model Activities: Readings: Read Chapter 1. Lecture/Discussion: Faculty Introduction, course overview, and expectations Review course philosophy, expectations, assignments, late policy, grading, academic integrity, APA, and attendance policy ABOUT THE PROFESSOR Dr. Akpan holds a BBA in Management, BS in Bible, MBA in General Business, and DBA in Information Systems. He has extensive business experience, ranging from service to manufacturing sectors. The professor has a passion for teaching and is the author of two books (Strategic Alignment: The business imperative for leading organizations and Finding and Keeping Your Significant Other: A formula for discovering and building a lasting love relationship). Dr. Akpan is a Professor of Business and Information Systems at Strayer University, and he is also an independent business consultant. He can be contacted at etido.akpan@strayer.edu. The professor prefers email in all correspondences. Please visit www.DrAkpan.com to learn more about the professor. Student introductions Please remember to post your introduction in the course shell. Lecture/discussion on the role of business strategy, four most reliable strategic approaches, how business strategy evolves over time, business models to support the BUS599 Student Version 201004 [1002 01/13/10] Page 3 of 34 strategy, tests for winning strategies, and strategy execution and good management. Class Discussion: Discuss the elements of Starbucks business strategy and how execution of the strategy lead to company growth and provided the organization a competitive advantage in the marketplace. Review/demonstration of how to conduct a case analysis and to research a case situation. The case analysis information is located in the course guide appendix. WEEK 2 4/11-4/17 Course objective in focus: Recommend effective business strategies based on an analysis of domestic and global operating environments, market dynamics, and internal capabilities. Use technology and information resources to research issues in strategic management. Supporting topics: Phases of strategy Leading strategic management process Corporate, business, functional strategy (relationship, single-business vs. diversified company) Linking Mission/vision/strategic goals. Activities: Readings: Read Chapter 2. Read Case #2 Costco Wholesale (C-32) and be prepared to discuss. Lecture/Discussion: Lecture/discussion on the phases of strategy making and execution including developing a strategic vision, setting objectives, crafting a strategy to achieve the objectives and vision, implementing and executing the strategy, and monitoring developments, evaluating performance, and making corrective adjustments. Class Discussion: Evaluate the company objectives for General Motors, The Home Depot, YUM! Brands, and Avon. Discuss whether or not the objectives are measurable and achievable. Class Discussion: Case #2: Costco Wholesale Students will develop a response to the questions below: o Discuss and evaluate Costcos strategy in terms of pricing, product selection and marketing and advertising strategy. o Discuss whether or not Costco can achieve a sustained competitive advantage with this strategy. o Discuss the alignment of Costcos mission and strategy. Evaluate whether or not the strategy supports the mission. o Discuss the companys business philosophy, values and code of ethics. Evaluate BUS599 Student Version 201004 [1002 01/13/10] Page 4 of 34 how these might give Costco a competitive advantage. Assignment: Assignment: #1 - Crafting and Executing Strategy Students are required to conduct an analysis of a company situation Case #3 Jet Blue Airways (p. C-51) and prepare a 4-5 page report to complete the following: 1. Discuss the trends in the U.S. airline industry and how these trends might impact a companys strategy. 2. Discuss Jet Blues strategic intent. 3. Discuss Jet Blues financial objectives and whether or not the company has been successful in achieving this objective. 4. Discuss Jet Blues strategic elements of cost, organizational culture, and human resource practices and evaluate whether each element provides the organization with a competitive advantage. 5. Discuss Jet Blues strategies for 2008 and beyond and evaluate whether or not Jet Blue will be successful implementing these strategies. The format of the report is to be as follows: o Typed, double spaced, Times New Roman font (size 12), one inch margins on all sides, APA format. o Type the question followed by your answer to the question. o In addition to the 4-5 pages required, a title page is to be included. The title page is to contain the title of the assignment, your name, the instructors name, the course title, and the date. Students are encouraged to provide more than the minimum quantity of information required. NOTE: One of the criteria that you will be graded on is the quality of your answers, the logic/organization of the report, your language skills, and your writing skills. The assignment will be graded using the following rubric: Outcomes Assessed Recommend effective business strategies based on an analysis of domestic and global operating environments, market dynamics, and internal capabilities. Use technology and information resources to research issues in strategic management. Grading Rubric for Assignment # 1 Crafting and Executing Strategy BUS599 Student Version 201004 [1002 01/13/10] Page 5 of 34 0 Unacceptable Criteria 1. Discuss the trends in the airline industry and how it may impact a companys strategy. 20 Developing 30 Competent 40 Exemplary Did not attempt assignment or did not discuss airline industry trends and it impact on strategy sufficiently. Discussed airline trends and the impact to strategy with 70 - 79% accuracy, thoroughness, and insight. Discussed Jet Blues strategic intent with with 70 - 79% accuracy, thoroughness, and insight. Discussed some of Jet Blues financial objectives and related success with 70 - 79% accuracy, thoroughness, and insight. Discussed some of the strategic elements and evaluated if the elements provide a strategic advantage with 70 - 79% accuracy, thoroughness, logic, and insight. Discussed airline trends and the impact to strategy with 80 - 89% accuracy, thoroughness, and insight. Discussed Jet Blues strategic intent with with 80 - 89% accuracy, thoroughness, and insight. Discussed most of Jet Blues financial objectives and related success with 80 - 89% accuracy, thoroughness, and insight. Discussed most of the strategic elements and evaluated if the elements provide a strategic advantage with 80 - 89% accuracy, thoroughness, logic, and insight. Discussed airline trends and the impact to strategy with 90 -100% accuracy, thoroughness, and insight. Discussed Jet Blues strategic intent with 90 - 100% accuracy, thoroughness, and insight. The strategies of the future were discussed with 70 79% accuracy, thoroughness, and insight. The strategies of the future were discussed, with 80 89% accuracy and appropriate information was discussed. Explanations generally unclear and not well organized. (Many issues) Explanations generally clear and/or organized. (Minor issues) The strategies of the future were discussed with 90 to 100% accuracy and all appropriate information was identified and discussed clearly. Explanations very clear and well organized. (Added helpful details.) 2. Discuss Jet Blues strategic intent. Did not attempt assignment or did not discuss Jet Blues strategic intent sufficiently. 3. Discuss Jet Blues financial objectives and the related success. Did not attempt assignment or did not discuss objectives and related success sufficiently. 4. Discuss the strategic elements of cost, organizational culture, human resources practices and evaluate if each provides a competitive advantage. Did not attempt assignment or did not discuss sufficiently the strategic elements of cost, organizational culture, and human resource practices. Also, did not evaluate sufficiently if the elements provide a competitive advantage. Did not attempt assignment or did not discuss strategies for the future and successful implementation. 5. Discuss Jet Blues strategies for the future and the successful implementation. 6. Clarity Did not complete the assignment or explanations are unclear and not organized. (Major issues) BUS599 Student Version 201004 [1002 01/13/10] Discussed all of Jet Blues financial objectives and related success with 90 - 100% accuracy, thoroughness, and insight. Discussed all the strategic elements and evaluated if each element provides a strategic advantage with 90 to 100% accuracy, thoroughness, logic, and insight. Page 6 of 34 0 Unacceptable Criteria 7. Writing Grammar, sentence structure, paragraph structure, spelling, punctuation, APA usage. 20 Developing 30 Competent 40 Exemplary Did not complete the assignment or had 8 or more different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Major issues) Had 6 - 7 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Many issues) Had 4 - 5 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Minor issues) Had 0 - 3 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. BUS599 Student Version 201004 [1002 01/13/10] Page 7 of 34 WEEK 3 4/18-4/24 Course objective in focus: Analyze the external and internal environment for opportunities, threats, strengths and weaknesses that impact the firms competitiveness. Use technology and information resources to research issues in strategic management. Supporting topics: Components of a companys external environment. Industrys dominant economic features. Five-Forces of Competition Key Success Factors. Key Financial Rations and Contribution analysis. Conducting a SWOT analysis. Value Chain Activities Industry analysis. (purpose, consideration, industry driving forces) Activities: Readings: Read Chapter 3 and 4. Read and analyze the Case #4 Competition in the Golf Equipment Industry in 2008 (C-77); Be prepared to discuss. Lecture/Discussion: Lecture/discussion on the components of companys macroenvironment, dominant economic features, the five-forces model of competition including rivalry among competing sellers, threat of new entrants, substitute products, supplier bargaining power, and buyer bargaining power, driving forces, strategic mapping, rival moves, and key success factors. Class Discussion: Case #4: Competition in the Golf Equipment Industry in 2008 Students will develop a response to the questions below: o Recent trends in the golf equipment industry and how it may impact a companys strategy. o Discuss the importance of innovation, brand, performance and price in the golf equipment industry. Lecture/discussion on evaluating current strategy, key financial ratios and calculations, SWAT analysis identifying its resources strengths and weaknesses and external opportunities and threats, value chain and benchmarking. Class Discussion: Case #4: Competition in the Golf Equipment Industry in 2008 Students will develop a response to the questions below: o Identify the strengths and weakness of Callaway, TaylorMade, Titleist, Ping, and Nike. Which company has a competitive advantage in the marketplace? Why? o Based on the company selected in the previous questions, how can the company ensure that its competitive advantage is sustained? BUS599 Student Version 201004 [1002 01/13/10] Page 8 of 34 The assignment will be graded using the following rubric: Outcomes Assessed Analyze the external and internal environment for opportunities, threats, strengths and weaknesses that impact the firms competitiveness. Use technology and information resources to research issues in strategic management. Grading Rubric for Assignment # 2 Competitive Forces and SWOT Analysis 0 Unacceptable Criteria 1. Discuss the trends in organic foods and how the trends may impact Whole Foods Market. 20 Developing 30 Competent 40 Exemplary Did not attempt assignment or did not discuss the organic food trends and it impact on strategy sufficiently. Discussed the trends in organic foods and how the trends may impact Whole Foods Market with 70 79% accuracy, thoroughness, and insight. . Evaluated the competitive environment elements using Porters 5 Forces with 70 - 79% accuracy, thoroughness, logic, and insight. . Discussed which environmental threat poses the most significant threat to Whole Foods and what the company can do to combat it. with 70 - 79% accuracy, thoroughness, and insight. Discussed the trends in organic foods and how the trends may impact Whole Foods Market with 80 89% accuracy, thoroughness, and insight. . Evaluated the competitive environment elements using Porters 5 Forces with 80 - 89% accuracy, thoroughness, logic, and insight. . Discussed which environmental threat poses the most significant threat to Whole Foods and what the company can do to combat it. with 80 - 89% accuracy, thoroughness, and insight. Discussed the trends in organic foods and how the trends may impact Whole Foods Market with 90 to 100% accuracy, thoroughness, and insight. . Evaluated the competitive environment elements using Porters 5 Forces with 90 to 100% accuracy, thoroughness, logic, and insight. . Discussed which environmental threat poses the most significant threat to Whole Foods and what the company can do to combat it. with 90 to 100% accuracy, thoroughness, and insight. Completed a SWOT analysis and identified significant opportunities and threats with 70 79% accuracy, thoroughness, logic, and insight. Completed a SWOT analysis and identified significant opportunities and threats with 80 89% accuracy, thoroughness, logic, and insight. . Completed a SWOT analysis and identified significant opportunities and threats with 90 to 100% accuracy, thoroughness, logic, and insight. 2. Evaluates the competitive environment using Porters 5 Forces Model. Did not attempt assignment or did not discuss the competitive environment trends and it impact on strategy sufficiently. 3. Discuss which environmental threat poses the most significant threat to Whole Foods and what the company can do to combat it. Did not attempt assignment or did not discuss the most significant environmental threat and did not discuss what the company can do to combat it sufficiently. 4. Complete a SWOT analysis and identify significant opportunities and threats. Did not attempt assignment or did not discuss the SWOT analysis and it impact on strategy. BUS599 Student Version 201004 [1002 01/13/10] Page 9 of 34 0 Unacceptable Criteria 5. Discuss how Whole Foods can use its strengths and opportunities to achieve a sustained competitive advantage. 6. Clarity 7. Writing Grammar, sentence structure, paragraph structure, spelling, punctuation, APA usage. 20 Developing 30 Competent 40 Exemplary Did not attempt assignment or did not discuss how strengths and opportunities can be used to achieve a sustained competitive advantage. Discussed how Whole Foods can use its strengths and opportunities to achieve a sustained competitive advantage with 70 79% accuracy, thoroughness, and insight. Explanations generally unclear and not well organized. (Many issues) Discussed how Whole Foods can use its strengths and opportunities to achieve a sustained competitive advantage.with 80 to 89% accuracy, thoroughness, and insight. Explanations generally clear and/or organized. (Minor issues) Discussed how Whole Foods can use its strengths and opportunities to achieve a sustained competitive advantage.with 90 to 100% accuracy, thoroughness, and insight. Explanations very clear and well organized. (Added helpful details.) Had 6 - 7 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Many issues) Had 4 - 5 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Minor issues) Had 0 - 3 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. Did not complete the assignment or explanations are unclear and not organized. (Major issues) Did not complete the assignment or had 8 or more different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Major issues) BUS599 Student Version 201004 [1002 01/13/10] Page 10 of 34 WEEK 4 4/25-51/ Course objective in focus: Describe strategic planning techniques used to formulate alternative strategies designed to achieve stated business goals. Supporting topics: Five generic competitive strategies. Low Cost Differentiation Best-Cost Provider Niche Benchmarking (use in strategic planning) Alternative strategy formats and considerations for use. Activities: Readings: Read Chapter 5 Read and analyze the case Atlantic Computers and be prepared to discuss. Lecture/Discussion: Lecture/discussion on the five generic competitive strategies including low-cost provider, differentiation, and niche, advantages and pitfalls of each strategy. Class Discussion: Best Buy competes aggressively on price with rivals such as Costco Wholesale, Sams Club, Wal-Mart and Target but is also know by consumers for its first-rate customer service. Discuss how you would characterize Best Buys competitive strategy. Should it be classified as a low-cost provider, differentiation, or best-cost strategy? Explain your answer. Class Discussion: Based on the analysis of the Atlantic Computer case, discuss the following: o How can product/service differentiation provide a competitive advantage? o Are there strategies that may allow a competitor to compete effectively with Atlantic Computer? o What would be the most effective pricing strategy for Atlantic Computer. Lecture/discussion on alternative strategy formats and considerations for use (overview of five generic competitive strategies). Discussion on the costs of different value chain activities associated with recording and distributing music CDs through traditional retail outlets from Illustration Capsule 4.1. o What costs are bypassed when online retailers sell to online buyers? o What costs are increased by using online retailing? BUS599 Student Version 201004 [1002 01/13/10] Page 11 of 34 BUS599 Student Version 201004 [1002 01/13/10] Page 12 of 34 WEEK 5 5/2-5/8 Course objective in focus: Describe strategic planning techniques used to formulate alternative strategies designed to achieve stated business goals. Supporting topics: Strategic alliances and partnerships. Merger and Acquisition Strategies. Vertical Integration Strategies. Outsourcing Strategies Business Strategy choices for Specific Market Situations Timing Strategic Moves Strategy Choices in Foreign Markets Global Competition Strategies for Competing in Foreign Markets Activities: Readings: Read Chapters 6 and 7. Read and analyze the case Ikea invades America and be prepared to discuss. Lecture/Discussion: Lecture/discussion on strategic alliances and partnerships, mergers and acquisition strategies, vertical integration strategies, outsourcing strategies, emerging markets, growing markets, mature markets, stagnant or declining markets, fragmented industries and strategic moves. Class Discussion: Discuss the 5 industries listed below and evaluate whether it should be classified as a) emerging, b) rapid-growth, c) mature/slow-growth, d) stagnant/declining, e) high-velocity/turbulent, or f) fragmented. Explain your position. Conduct research on the Internet if needed. 6.A.1) Network television 6.A.2) Wine, Beer, and Liquor retailing 6.A.3) Mobile Phone Industry 6.A.4) Computer software industry 6.A.5) Petroleum industry Lecture/discussion on expansion in to foreign markets, strategic choices in foreign markets, global competition, strategies for entering and competing in foreign markets, achieving a competitive advantage in a global market, and strategies for emerging markets. Class Discussion: Ikea invades America. The students will develop a response to the following: o o o What do you think of Ikeas product strategy and product range? IKEAs plan to have 50 stores in operation in the United States by 2013 is an indicator of the companys optimism about the viability of its value proposition in this country. Do you think they are being overly optimistic? How would you improve IKEAs value proposition to make it more attractive to BUS599 Student Version 201004 [1002 01/13/10] Page 13 of 34 BUS599 Student Version 201004 [1002 01/13/10] Page 14 of 34 WEEK 6 5/9-5/15 Course objective in focus: Analyze a plan to implement a firms strategy and manage the change from current operations. Use technology and information resources to research issues in strategic management. Supporting topics: Justification for Diversifying Strategies for Entering a New Business Diversifying into a Related Business. Diversifying into an Unrelated Business. Evaluating the Strategy of a Diversified Company Activities: Readings: Read Chapter 8. Read and analyze the case Nature View Farm and be prepared to discuss. Lecture/Discussion: Lecture/discussion on justification for diversifying, strategies for entering new businesses, diversifying into related and unrelated businesses. Class Discussion: The Walt Disney Company is in the following businesses: Theme Parks, Disney Cruise Line, Resort Properties, Movie, video, and theatrical productions, Television broadcasting , Radio broadcasting, Musical recording and sales of animation art, Anaheim Mighty Ducks NHLfranchise, Anaheim Angels Major League Baseball franchise, Books and magazine publishing, Interactive software and Internet Sites, The Disney Store retail shops. o Based on the above list, discuss whether or not Walt Disneys lineup reflects a strategy of related diversification, unrelated diversification, or a combination of related and unrelated. Explain your answer and be prepared to justify the extent to which the value chains of Disneys different businesses seem to have competitively valuable cross-business relationships. Lecture/discussion on evaluating the strategy of a diversified company including the industry attractiveness, Business-Unit competitive strength, competitive advantage of cross business strategic fits, resource fit, and strategies to improve corporate performance. Discussion on case: Discussion on case: Nature View Farm. The students will develop a response to the following: o How has Nature View succeeded in the natural foods channel? o What are the two primary types of growth strategies under consideration by Nature View? o What are the strategic advantages and risks of each option? o What channel management and conflict issues are involved? o Discuss which option Nature View Farm should adopt and explain why. BUS599 Student Version 201004 [1002 01/13/10] Page 15 of 34 The assignment will be graded using the following rubric: Outcomes Assessed Analyze a plan to implement a firms strategy and manage the change from current operations. Use technology and information resources to research issues in strategic management. Grading Rubric for Assignment # 3 Foreign Market Entry and Diversification 0 Unacceptable Criteria 1. Discuss the trends in the global beer market. 2. Discuss how Modelos international expansion was made possible through strategic partnerships with experienced distributors in local markets. 3. Discuss the next foreign market Modelo should enter and the strategy it should use to enter the market. 4. Discuss the challenges related to InBev and how Model may respond strategically to the industry giant. 20 Developing 30 Competent 40 Exemplary Did not attempt assignment or did not discuss the global beer industry trends sufficiently. Discussed the trends in the global beer market with 70 79% accuracy, thoroughness, and insight. Discussed how Modelos international expansion was made possible through strategic partnerships with experienced distributors in local markets with 70 79% accuracy, thoroughness, and insight. Discussed the next foreign market Modelo should enter and the strategy it should use to enter the market with 70 79% accuracy, thoroughness, logic, and insight. The challenges related to InBev were discussed and the related impact on strategy with 70 79% accuracy, thoroughness, logic and insight. Discussed the trends in the global beer market with 80 89% accuracy, thoroughness, and insight. Discussed how Modelos international expansion was made possible through strategic partnerships with experienced distributors in local markets with 80 89% accuracy, thoroughness, and insight. Discussed the next foreign market Modelo should enter and the strategy it should use to enter the market with 80 89% accuracy, thoroughness, logic and insight. Discussed the challenges related to InBev and how Model may respond strategically to the industry giant with 80 - 89% accuracy, thoroughness, logic and insight. Discussed the trends in the global beer market with 90 100% accuracy, thoroughness, and insight. Discussed how Modelos international expansion was made possible through strategic partnerships with experienced distributors in local markets with 90 to 100% accuracy, thoroughness, and insight. Discussed the next foreign market Modelo should enter and the strategy it should use to enter the market with 90 to 100% accuracy, thoroughness, logic and insight. Discussed the challenges related to InBev and how Model may respond strategically to the industry giant with 90 to 100% accuracy, thoroughness, logic and insight. Did not attempt assignment or did not discuss sufficiently how Modelos international expansion was made possible through strategic partnerships with experienced distributors in local markets. Did not attempt assignment or did not discuss the next foreign market Modelo should enter and the strategy it should use to enter the market sufficiently. Did not attempt assignment or did not discuss the challenges to InBev related and it impact on strategy. BUS599 Student Version 201004 [1002 01/13/10] Page 16 of 34 0 Unacceptable Criteria 5. Discuss if Modelo should diversify; identify the business, and explain why it should diversify. 6. Clarity 7. Writing Grammar, sentence structure, paragraph structure, spelling, punctuation, APA usage. 20 Developing 30 Competent 40 Exemplary Did not attempt assignment or did not discuss sufficiently the aspects of the questionif Modelo should diversify; the business, and explanation of why it should diversify. Discussed some aspects of the questionif Modelo should diversify; the business, and explanation of why it should diversify. Discussed with 70 79% accuracy, thoroughness, logic and insight. Explanations generally unclear and not well organized. (Many issues) Discussed most aspects of the questionif Modelo should diversify; the business, and explanation of why it should diversify. Discussed with 80 89% accuracy, thoroughness, logic and insight. Explanations generally clear and/or organized. (Minor issues) Discussed all aspects of the questionif Modelo should diversify; the business, and explanation of why it should diversify. Discussed with 90 to 100% accuracy, thoroughness, logic and insight.. Explanations very clear and well organized. (Added helpful details.) Had 6 - 7 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Many issues) Had 4 - 5 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Minor issues) Had 0 - 3 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. Did not complete the assignment or explanations are unclear and not organized. (Major issues) Did not complete the assignment or had 8 or more different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Major issues) BUS599 Student Version 201004 [1002 01/13/10] Page 17 of 34 WEEK 7 5/16-5/22 Course objective in focus: Analyze strategic planning techniques used to formulate alternative strategies designed to achieve stated business goals. Use technology and information resources to research issues in strategic management. Supporting topics: What is business ethics? Developing ethical standards Drivers of Unethical Strategies and Business Behavior Moral and Business Case for ethical strategy Managing ethical conduct. Social Responsibility and Corporate Citizenship. Activities: Readings: Read Chapter 9 Read and analyze Case 21 Dilemma at Devils Den and be prepared to discuss. e-Activity: Review Microsofts statements about its corporate citizenship programs at www.microsoft.com/about/corporatecitizenship.com. Be prepared to discuss. Lecture/Discussion: Lecture/discussion on the meaning of business ethics, creating ethical standards, the categories of management morality, drivers of unethical behavior, moral and business case for ethical strategy, managing ethical conduct. Class Discussion: Case 21 Dilemma at Devils Den. The students will develop a response to the following: Describe the Culture at Devils Den? Identify and discuss the drivers of unethical behavior at the Devils Den. Discuss how the organization may go about changing its ethical standards? Discuss what Susan might do with her knowledge related to the freebies, favors to friends, and employee snacks? o Discuss the fears about being a whistle blower and how it may impact an organizations ethical standards. o o o o Lecture/discussion on social responsibility and corporate citizenship. Class Discussion: Review Microsofts statements about its corporate citizenship programs at www.microsoft.com/about/corporatecitizenship. Students will respond to the following: o Discuss how the companys commitment to global citizenship provides positive benefits for its stakeholders. o Discuss how Microsoft plans to improve social and economic BUS599 Student Version 201004 [1002 01/13/10] Page 18 of 34 BUS599 Student Version 201004 [1002 01/13/10] Page 19 of 34 WEEK 8 5/23-5/29 Course objective in focus: Analyze strategies for exerting the internal leadership needed to drive the implementation of strategic initiatives and improve operating excellence. Use technology and information resources to research issues in strategic management. Supporting topics: Staffing to sustain core competencies Intellectual capital, training and creativity Developing HR competencies to support strategy implementation. HRM issues related to execution and modification of strategy Organizational structure considerations to support strategy implementation. Activities: Readings: Read Chapter 10 Read and analyze case study: Brady Training and be prepared to discuss. e-Activity: Review the Careers link on LOreals worldwide corporate Web site (go to www.loreal.com and click on the companys worldwide corporate Web site option). Be prepared to discuss. Lecture/Discussion: Lecture/discussion on building an organization capable of good strategy execution, staffing organizations, building core competencies and competitive capabilities. Class Discussion: Review the Careers link on LOreals worldwide corporate Web site (go to www.loreal.com and click on the companys worldwide corporate Web site option). The section provides extensive information about personal development, international learning opportunities, integration of new hires into existing teams, and other areas of management development. Students will respond to the following: o Discuss how the programs discussed help build core competencies and competitive capabilities at LOreal. o Use the chapters discussion of building core competencies and competitive capabilities as a guide for formulating your response. Lecture/discussion on employee training and execution related aspects of organizing the work effort, organizational structure, strategic alliances, and organizational trends. Discussion on case: Brady Training to address the following: o How do you account for Bills behavior during and after participation in the training? o Should Bill stay with Brady or take a job with one of the other companies he has interviewed with? BUS599 Student Version 201004 [1002 01/13/10] Page 20 of 34 The assignment will be graded using the following rubric: Analyze strategies for exerting the internal leadership needed to drive the implementation of strategic initiatives and improve operating excellence. Use technology and information resources to research issues in strategic management. Outcomes Assessed Grading Rubric for Assignment # 4 HRM Issues/Diversification Strategies 0 Unacceptable Criteria 1. Discuss the trends in steel industry and how it may impact Nucors strategy. 20 Developing 30 Competent 40 Exemplary Did not attempt assignment or did not discuss the trends in steel industry and how it may impact Nucors strategy sufficiently. Discussed the trends in steel industry and how it may impact Nucors strategy with 70 - 79% accuracy, thoroughness, and insight. Discussed the organizational and management philosophy at Nucor.with 70 - 79% accuracy, thoroughness, and insight. Discussed 1 of 2 HRM issues related to strategy implementation and recommended actions to address 1 of 3 issues. Discussed with 70 79% accuracy, thoroughness, logic, and insight. Recommended whether a related or unrelated diversification should be used and provided supporting rationale. Discussed issues with 70 - 79% accuracy, thoroughness, and logic. Discussed the trends in steel industry and how it may impact Nucors strategy.with 80 89% accuracy, thoroughness, and insight. Discussed the organizational and management philosophy at Nucor.with 80 - 89% accuracy, thoroughness, and insight. Discussed 2 of 3 HRM issues related to strategy implementation and recommended actions to address 2 of 3 issues. . Discussed with 80 89% accuracy, thoroughness, logic, and insight. Recommended whether a related or unrelated diversification should be used and provided supporting rationale. Discussed issues with 80 - 89% accuracy, thoroughness, and logic. Discussed the trends in steel industry and how it may impact Nucors strategy.with 90 to 100% accuracy, thoroughness, and insight. Discussed the organizational and management philosophy at Nucor.with 90 to 100% accuracy, thoroughness, and insight. Discussed all 3 HRM issues related to strategy implementation and recommended actions to address all 3 issues. Discussed with 90 to 100% accuracy, thoroughness, logic, and insight. Recommended whether a related or unrelated diversification should be used and provided supporting rationale. Discussed issues with 90-100% accuracy, thoroughness, and logic. 2. Discuss the organizational and management philosophy at Nucor. Did not attempt assignment or did not discuss the organizational and management philosophy at Nucor sufficiently. 3. Identify 3 HRM issues related to strategy implementation and recommend actions to address these issues. Did not attempt assignment or did not discuss issues related to strategy implementation or actions to address issues sufficiently. 4. Recommend whether a related or unrelated diversification should be used and provide supporting rationale. Did not attempt assignment or did not recommended whether a related or unrelated diversification should be used and provided supporting rationale. Discussed issues insufficiently. BUS599 Student Version 201004 [1002 01/13/10] Page 21 of 34 0 Unacceptable Criteria 5. Based on the recommended diversification strategy, identify the organizational structure issues the company would need to address to implement the strategy. 6. Clarity 7. Writing Grammar, sentence structure, paragraph structure, spelling, punctuation, APA usage. 20 Developing 30 Competent 40 Exemplary Did not attempt assignment or did not discuss the organizational issues and its impact on strategy. Identify the organizational structure issues the company would need to address to implement the strategy and discussed issues with 70 - 79% accuracy, thoroughness, logic, and insight. Explanations generally unclear and not well organized. (Many issues) Identify the organizational structure issues the company would need to address to implement the strategy and discussed issues with 80 - 89% accuracy, thoroughness, logic, and insight. Explanations generally clear and/or organized. (Minor issues) Identify the organizational structure issues the company would need to address to implement the strategy and discussed issues with 90 to 100% accuracy, thoroughness, logic, and insight. Explanations very clear and well organized. (Added helpful details.) Had 6 - 7 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Many issues) Had 4 - 5 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Minor issues) Had 0 - 3 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. Did not complete the assignment or explanations are unclear and not organized. (Major issues) Did not complete the assignment or had 8 or more different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Major issues) BUS599 Student Version 201004 [1002 01/13/10] Page 22 of 34 WEEK 9 5/30-6/5 Course objective in focus: Analyze strategies for exerting the internal leadership needed to drive the implementation of strategic initiatives and improve operating excellence. Use technology and information resources to research issues in strategic management. Supporting topics: Policies and procedures for strategy execution. Best practices and continuous improvement. Business process reengineering. Information and operating systems Rewards and incentives for strategy execution Activities: Readings: Read Chapter 11 e-Activity: Review the last five Malcolm Baldrige National Quality Award recipients at www.quality.nist.gov. Be prepared to discuss. Lecture/Discussion: Lecture/discussion on policies and procedures for strategy execution, best practices and continuous improvement, and business process re-engineering. Class Discussion: Discuss the last five Malcolm Baldrige National Quality Award recipient at www.quality.nist.gov. Students will respond to the following: o Discuss the standout features of the companies approaches to managing operations. o What attributes to you find impressive about the companies policies and procedures, and use of best practices. o Discuss how the companies emphasize continuous improvement and the use of rewards and incentives. Lecture/discussion on information and operating systems and rewards and incentives for strategy execution. Discussion on case 22: Wal-Mart Stores Inc. (C-367). Students will address the following: Discuss the Wal-Mart bashing and how it led to transforming initiatives. Discuss Wal-Marts strategy related to low prices and how it supports the strategy. Discuss Wal-Marts policies and relationship with suppliers. Discuss how Wal-Marts distribution center operations supports its strategy and provides a competitive advantage. o Discuss how Wal-Marts compensation and benefits package is a key component of its strategy. o o o o BUS599 Student Version 201004 [1002 01/13/10] Page 23 of 34 BUS599 Student Version 201004 [1002 01/13/10] Page 24 of 34 WEEK 10 6/6-6/12 Course objective in focus: Analyze strategies for exerting the internal leadership needed to drive the implementation of strategic initiatives and improve operating excellence. Use technology and information resources to research issues in strategic management. Supporting topics: Characteristics of corporate culture (key features, values, ethics, strong vs. weak) Impact of corporate culture on performance. Creating/changing a companys culture Strategy and corporate culture in multinational companies Leadership actions to support strategy implementation. Activities: Readings: Read Chapter 12. Read and analyze the Home Depot case and be prepared to discuss. e-Activity: Go to the jobs section at www.intel.com and see what Intel has to say about its culture under the links for Careers, Diversity, and the Workplace. Be prepared to discuss. Lecture/Discussion: Lecture/discussion on instilling a corporate culture to promote strategy execution, types of cultures, and value and ethics. Class Discussion: Go to the jobs section at www.intel.com and see what Intel has to say about its culture under the links for Careers, Diversity, and the Workplace. Students will discuss the following: o Discuss whether or not what is on the website is recruiting propaganda or does it convey the type of work climate that management is actually trying to create. o Discuss how the culture at Intel may give them a competitive advantage in the industry. o Discuss whether or not the culture would be a good fit for you as an employee. Lecture/discussion on leading the strategy execution process. Discussion on the Home Depot case in the textbook: Students will develop a response to the questions below: o o o o How would you describe the culture at Home Depot? Discuss the impact of the cultural change and the reaction of the employee. Discuss how the new culture was implemented at Home Depot. How did the cultural change give Home Depot a competitive advantage? Assignment: Assignment #5 - Corporate Culture/Leadership Actions for Strategy BUS599 Student Version 201004 [1002 01/13/10] Page 25 of 34 The assignment will be graded using the following rubric: Analyze strategies for exerting the internal leadership needed to drive the implementation of strategic initiatives and improve operating excellence. Use technology and information resources to research issues in strategic management. Outcomes Assessed Grading Rubric for Assignment # 5 Corporate Culture/Leadership Actions for Strategy Implementation 0 Unacceptable Criteria 1. Discuss the corporate culture at Southwest Airlines and how it leverages its culture to achieve a competitive advantage. 20 Developing 30 Competent 40 Exemplary Did not attempt assignment or did not discuss the corporate culture at Southwest Airlines and how it leverages its culture to achieve a competitive advantage sufficiently. Discussed the corporate culture at Southwest Airlines and how it leverages its culture to achieve a competitive advantage with 70 79% accuracy, thoroughness, and insight. Evaluated some of the companys financial performance by calculating and interpreting the profitability ratios with 70 - 79% accuracy and thoroughness. Discussed the corporate culture at Southwest Airlines and how it leverages its culture to achieve a competitive advantage with 80 89% accuracy, thoroughness, and insight. Evaluated most of the companys financial performance by calculating and interpreting the profitability ratios with 80 - 89% accuracy and thoroughness. Discussed the corporate culture at Southwest Airlines and how it leverages its culture to achieve a competitive advantage with 90 to 100% accuracy, thoroughness, and insight. Evaluated all of the companys financial performance by calculating and interpreting the profitability ratios with 90 to 100% accuracy and thoroughness. Described some of the elements of a companys corporate culture and how it impacts performance. Discussed with 70 79% accuracy, thoroughness, and insight. Described most of the elements of a companys corporate culture and how it impacts performance. Discussed with 80 89% accuracy, thoroughness, and insight. Described all of the elements of a companys corporate culture and how it impacts performance. Discussed with 90 to 100% accuracy, thoroughness, and insight. 2. Evaluate the companys financial performance by calculating and interpreting the profitability ratios (operating profit margin, net profit margin, return on total assets, return on stockholders equity). Did not attempt assignment or did not evaluate the companys financial performance by calculating and interpreting the profitability ratios accurately or sufficiently. 3. Describe the elements of a companys corporate culture and how it impacts performance. Did not attempt assignment or did not discuss elements or the impact sufficiently. BUS599 Student Version 201004 [1002 01/13/10] Page 26 of 34 0 Unacceptable Criteria 4. Recommend actions that Southwests management should take to sustain/strengthen the culture (or implement a change) based on the situation given. 20 Developing 30 Competent 40 Exemplary Did not attempt assignment or did not recommend actions that Southwests management should take to sustain/strengthen the culture (or implement a change) based on the situation given. Or, discussed recommendations insufficiently. Recommended actions that Southwests management should take to sustain/strengthen the culture (or implement a change) based on the situation given. Discussed recommendations with 70 - 79% accuracy, thoroughness, logic, and insight. Identified 1 of 3 leadership actions to implement the strategic decisions at Southwest and explained why 1 of 3 was critical. Discussed with 80 89% accuracy, thoroughness, and insight. Explanations generally unclear and not well organized. (Many issues) Recommended actions that Southwests management should take to sustain/strengthen the culture (or implement a change) based on the situation given. Discussed recommendations with 80 - 89% accuracy, thoroughness, logic, and insight. Identified 2 of 3 leadership actions to implement the strategic decisions at Southwest and explained why 2 of 3 were critical. Discussed with 80 89% accuracy, thoroughness, and insight. Explanations generally clear and/or organized. (Minor issues) Recommended actions that Southwests management should take to sustain/strengthen the culture (or implement a change) based on the situation given. Discussed recommendations with 90 to 100% accuracy, thoroughness, logic, and insight. Identified 3 leadership actions to implement the strategic decisions at Southwest and explained why each was critical. Discussed with 90100% accuracy, thoroughness, and insight. Explanations very clear and well organized. (Added helpful details.) Had 6 - 7 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Many issues) Had 4 - 5 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Minor issues) Had 0 - 3 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. 5. Identify 3 leadership actions the company needs to consider to implement the strategic decisions at Southwest and explain why they are critical. Did not attempt assignment or did not identify actions and did not explain why they were critical sufficiently. 6. Clarity Did not complete the assignment or explanations are unclear and not organized. (Major issues) Did not complete the assignment or had 8 or more different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Major issues) 7. Writing Grammar, sentence structure, paragraph structure, spelling, punctuation, APA usage. BUS599 Student Version 201004 [1002 01/13/10] Page 27 of 34 WEEK 11 6/13-6/19 Course objective in focus: Formulate, implement and evaluate effective business strategies based on an analysis of domestic and global operating environments, market dynamics, and internal capabilities. Supporting topics: Previous course materials. Activities: Readings: Review prior course materials. Lecture/Discussion: Discussion on Case 6: Dell Inc. in 2008 (C-115). Students will address the following: o Discuss how Dell has become the global market leaders in PCs. o Discuss Dells strategy and business model including build to order and direct sales strategy. o Discuss if Dell should expand into new products, and if so, what products? o Discuss Dells customer service and technical support and whether or not it yields satisfied customers. o Discuss whether or not Dells strategy can be supported over time thus, providing a sustained competitive advantage in the marketplace. V. ASSIGNMENT OUTLINE AND GRADING Assignment Type Assignment # 1 Total Points 280 Percentage* 17% Assignment # 2 280 17% Assignment # 3 280 17% Assignment # 4 280 Due Date 17% Wee k2 Wee k3 Wee k6 Wee k8 Assignment # 5 280 17% Wee k 10 Participation 210 13% Wee kly Total 1,610 * The percentages may not total 100% due to rounding. Grading Scale Points Percentage Grade 1,449-1,610 90-100 A 1,288-1,448 80-89 B BUS599 Student Version 201004 [1002 01/13/10] Page 28 of 34 1,127-1,287 Below 1,127 70-79 Below 70 C F SpringQuarter SpringQuarterbegins Mon,Apr4 Add/DropPeriod Mon,Apr4Mon,Apr11 ClosedforEasterHoliday Sat,Apr23Sun,Apr24 LastDaytoDropwithoutAcademicPenalty Friday,May20 MemorialDay(UniversityClosed) Sat,May28Mon,May30 SpringQuarterEnds Mon,June20 MiniSessionI Mon,Apr4Mon,May9 MiniSessionII Mon,May16Mon,June20 NOTE: See Syllabus: Part II under the course home tab in the course shell for important University Notices and Services. BUS599 Student Version 201004 [1002 01/13/10] Page 29 of 34 APPENDIX A Guide to Case Analysis (McGraw-Hill) In most courses in strategic management, students use cases about actual companies to practice strategic analysis and to gain some experience in the tasks of crafting and implementing strategy. A case sets forth, in a factual manner, the events and organizational circumstances surrounding a particular managerial situation. It puts readers at the scene of the action and familiarizes them with all the relevant circumstances. A case on strategic management can concern a whole industry, a single organization, or some part of an organization; the organization involved can be either profit seeking or not-for-profit. The essence of the students role in case analysis is to diagnose and size up the situation described in the case and then to recommend appropriate action steps. Why Use Cases to Practice Strategic Management? The foregoing limerick was used some years ago by Professor Charles Gragg to characterize the plight of business students who had no exposure to cases.1 The facts are that the mere act of listening to lectures and sound advice about managing does little for anyones management skills and that the accumulated managerial wisdom cannot effectively be passed on by lectures and assigned readings alone. If anything had been learned about the practice of management, it is that a storehouse of ready-made textbook answers does not exist. Each managerial situation has unique aspects, requiring its own diagnosis, judgment, and tailor made actions. Cases provide would-be managers with a valuable way to practice wrestling with the actual problems of actual managers in actual companies. The case approach to strategic analysis is, first and foremost, an exercise in learning by doing. Because cases provide you with detailed information about conditions and problems of different industries and companies, your task of analyzing company after company and situation after situation has the twin benefit of boosting your analytical skills and exposing you to the ways companies and managers actually do things. Most college students have limited managerial backgrounds and only fragmented knowledge about companies and real-life strategic situations. Cases help substitute for on-the-job experience by (1) giving you broader exposure to a variety of industries, organizations, and strategic problems; (2) forcing you to assume a managerial role (as opposed to that of just an onlooker); (3) providing a test of how to apply the tools and techniques of strategic management; and (4) asking you to come up with pragmatic managerial action plans to deal with the issues at hand. Objectives of Case Analysis Using cases to learn about the practice of strategic management is a powerful way for you to accomplish five things: 1. Increase your understanding of what managers should and should not do in guiding a business to success. 2. Build your skills in sizing up company resource strengths and weaknesses and in conducting strategic analysis in a variety of industries and competitive situations. 3. Get valuable practice in identifying strategic issues that need to be addressed, evaluating strategic alternatives, and formulating workable plans of action. 4. Enhance your sense of business judgment, as opposed to uncritically accepting the authoritative BUS599 Student Version 201004 [1002 01/13/10] Page 30 of 34 Key Financial Ratios: How to Calculate Them and What They Mean Ratio How Calculated What It Shows BUS599 Student Version 201004 [1002 01/13/10] Page 31 of 34 BUS599 Student Version 201004 [1002 01/13/10] Page 32 of 34 As long as you are conscientious in preparing your analysis and recommendations, and have ample reasons, evidence, and arguments to support your views, you shouldnt fret unduly about whether what youve prepared is the right answer to the case. In case analysis there is rarely just one right approach or set of recommendations. Managing companies and crafting and executing strategies are not such exact sciences that there exists a single provably correct analysis and action plan for each strategic situation. Of course, some analyses and action plans are better than others; but, in truth, theres nearly always more than one good way to analyze a situation and more than one good plan of action. Participating in Class Discussion of a Case Classroom discussions of cases are sharply different from attending a lecture class. In a case class students do most of the talking. The instructors role is to solicit student participation, keep the discussion on track, ask Why? often, offer alternative views, play the devils advocate (if no students jump in to offer opposing views), and otherwise lead the discussion. The students in the class carry the burden for analyzing the situation and for being prepared to present and defend their diagnoses and recommendations. Expect a classroom environment, therefore, that calls for your size-up of the situation, your analysis, what actions you would take, and why you would take them. Do not be dismayed if, as the class discussion unfolds, some insightful things are said by your fellow classmates that you did not think of. It is normal for views and analyses to differ and for the comments of others in the class to expand your own thinking about the case. As the old adage goes, Two heads are better than one. Therefore, it is to be expected that the class as a whole will do a more penetrating and searching job of case analysis than will any one person working alone. This is the power of group effort, and its virtues are that it will help you see more analytical applications, let you test your analyses and judgments against those of your peers, and force you to wrestle with differences of opinion and approaches. To orient you to the classroom environment on the days a case discussion is scheduled, we compiled the following list of things to expect: 1. Expect the instructor to assume the role of extensive questioner and listener. 2. Expect students to do most of the talking. The case method enlists a maximum of individual participation in class discussion. It is not enough to be present as a silent observer; if every student took this approach, there would be no discussion. (Thus, expect a portion of your grade to be based on your participation in case discussions.) 3. Be prepared for the instructor to probe for reasons and supporting analysis. 4. Expect and tolerate challenges to the views expressed. All students have to be willing to submit their conclusions for scrutiny and rebuttal. Each student needs to learn to state his or her views without fear of disapproval and to overcome the hesitation of speaking out. Learning respect for the views and approaches of others is an integral part of case analysis exercises. However, there are times when it is OK to swim against the tide of majority opinion. In the practice of management, there is always room for originality and unorthodox approaches. So, while discussion of a case is a group process, there is no compulsion for you or anyone else to cave in and conform to group opinions and group consensus. 5. Dont be surprised if you change your mind about some things as the discussion unfolds. Be alert to how these changes affect your analysis and recommendations (in the event you get called on). 6. Expect to learn a lot in class as the discussion of a case progresses; furthermore, you will fi nd that the cases build on one anotherwhat you learn in one case helps prepare you for the next case discussion. There are several things you can do on your own to be good and look good as a participant in class discussions: Although you should do your own independent work and independent thinking, dont hesitate before (and after) class to discuss the case with other students. In real life, managers often discuss the companys problems and situation with other people to refi ne their own thinking. In participating in the discussion, make a conscious effort to contribute, rather than just talk. There BUS599 Student Version 201004 [1002 01/13/10] Page 33 of 34 BUS599 Student Version 201004 [1002 01/13/10] Page 34 of 34
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