BUSINESS POLICY AND STRATEGY

 

Fall 2001; Course #44285

TR 9:15-10:30a.m. Call #20465

TR 12:15-1:30p.m. Call #13884

TR 3:15-4:30p.m. Call #13881 & 13883

INSTRUCTOR:

 

Eileen D. Weisenbach Keller

Office: A411 Business (BSA); Phone: 330-672-1158 email: ekeller@bsa3.kent.edu, website address: http://business.kent.edu/courses/fall2001/M&IS/44285

Office Hours: Tuesday & Thursday 8:30-9:15 a.m., 10:30-11:45 a.m., 4:30-5:00 p.m. or by appointment

TEXT:

 

Thompson, Arthur A. Jr. and Strickland, A. J., Strategic Management Concepts and Cases, Irwin McGraw Hill, 1999 (11th Edition, Required Text).

 

COURSE OBJECTIVE:

 

The objective of this course is to have each student learn and understand the tools that enable people to think strategically, analyze strategically, craft strategy and implement strategy successfully.  In addition to learning and understanding these tools students will have opportunities to practice using these skills through case work.  The goal of these drills is to sharpen the students’ ability to think strategically, evaluate from a strategic angle and reach sound strategic decisions.  These are the course objectives because students who bring this understanding to businesses have a higher likelihood of contributing to that business’ sustained success. 

 

COURSE REQUIREMENTS:

 

Every student is expected to attend every class.  The classroom lectures and discussions are an integral part of the course and necessary for your full understanding of the subject.  You are expected to read all assigned material prior to class.  Most reading assignments will be in the Thompson & Strickland text, however some handouts will be provided and occasionally additional reading will be assigned for discussion.  These will be distributed in class or placed on reserve in the library. Preparation of all readings and cases will enable you to be an active participant in classroom discussions and increase your comprehension of this new way of thinking. 

           

You are required to take all examinations. 

 

Students must have applied for graduation to register for this course.

 

 

 

 

 

 

 

 

 

GRADING:

 

Your grade will be determined by your test scores, the quality of your written and oral presentations, and completion of the Outcome Assessment Exam. 

 

 

Your grade will be calculated as follows:

 

 

 

Outcome Assessment Exam (I)

Completion

Required

Exam #1 (I)

  60 points

  20 %

Exam #2 (I)

  60 points

  20 %

Exam #3 (I)

  60 points

  20 %

Homework #1 (T)

  30 points

  10 %

Case Assignments (T)

  60 points

  20 %

Participation (I)

  30 points

  10 %

TOTAL I=Individual, T=Team

300 points

100%

 

POINTS

GRADE

 

270 – 300

A

 

240 – 269

B

 

210 – 239

C

 

180 – 209

D

 

 

<180

F

 

 

Please note: The University's Policy on student cheating and plagiarism is in effect in this course.  If you are not familiar with it, you can find it at the University's website.  It is your responsibility to understand and abide by this policy.

 

 

EXTRA CREDIT:

 

          Extra credit may be incorporated into the course during the semester at the discretion of the instructor.

 

ENROLLMENT:

 

          It is the student’s responsibility to ensure proper enrollment in classes.  You are advised to review your official class schedule during the first two weeks of the semester to ensure proper enrollment.  Should you determine an error in your class schedule, you must correct it with your advising office.  If registration errors are not corrected by this date and you continue to attend and participate in classes for which you are not officially registered, you are advised now that you will not receive a grade at the conclusion of the semester.

 

WITHDRAWAL:

 

Please note the last day to drop this class is September 10.  Students dropping on or before this date will receive a "W" on their official transcript.  Withdrawal after that date will require an assignment of a letter grade for the course.  Please see the undergraduate business advising office (107 BSA) for details and exceptions to this policy.

 

STUDENTS WITH DISABILITIES:

 

            In accordance with University policy, if you have a documented disability and require accommodations to obtain equal access in this course, please contact the instructor at the beginning of the semester or when given an assignment for which an accommodation is required.  Students with disabilities must verify their eligibility through the Office of Student Disability Services (SDS) in the Michael Schwartz Student Service Center (181 MSC) (672-3391).

 

CLASS CANCELLATION (SNOW DAYS):

 

Please note that the university makes the decision to hold or cancel classes based upon weather; I do not make this decision.  Please listen to the radio, TV or check the KSU website if the weather turns bad.  Please do not call me as I do not make this decision and can only refer you to the sources listed above. 

 

 

............Specifications Regarding Your Final Grade.............

 

EXAMINATIONS:

         

   The purpose of the examinations is to provide a measure of your knowledge and understanding of the concepts and application of the material covered in class discussions, case discussions and presentations, the textbook and in the lectures (including videos, exercises, discussions and guest speakers).  If you miss an exam on its originally scheduled date you must notify me in writing within one week of the missed exam, and express your intention to take the make-up exam.  A make-up examination will be given during the last week of the semester (December 3).  The design of the exam will be at the instructor's discretion.  Specific days and times will be announced as we approach the end of the semester.  No explanation for your absence is required.  If I do not receive written notification from you within one week of the exam or you do not show up for the make up, your may receive an F for this test.

 

The final exam will be comprehensive.  Questions on the exam will be primarily multiple choice.  Everything that is covered in the course of the semester is a possible topic for the final exam.  All concepts will be covered in an integrated fashion, requiring an understanding of the overall topic of business strategy. 

 

Tests are to be completed on an individual basis by each student - i.e. NO GROUP WORK.

 

 

TEAMS:

 

         You will choose a team of approximately 5 students.  This team will have people from a variety of majors so that each team has an "expert" representing each of the areas covered in the cases that we will analyze and make decisions about.  Teamwork is one of the most challenging parts of your educational process, and will probably be very challenging in your business career as well.  No (successful) company operates without some form of teamwork.  Now is the time to practice functioning within a team; try to maximize what each member can contribute. 

         At the end of the semester each student will evaluate his/her team members.  This Peer Evaluation is intended as another incentive for all members of the team to work hard at the assignments and cases.  It is also provided as a means for rewarding someone who went "above and beyond" your expectations or to call out a "free-rider".  Each student will evaluate his/her fellow students as to the quantity and quality of their contribution to the team effort.  The peer evaluations will be calculated as part of each student’s Participation Grade.

 

         Team Member Non-Contribution Form: Occasionally teams have problems.  These problems are most often created by a member who does not contribute.  There are two ways to handle this.  The first is to motivate all team members to contribute, the second is to punish those who do not.  One incentive that is provided is your grade.  Another incentive, which will serve as the punishment when needed, is the Team Member Non-Contribution Form.  This form is available from the instructor only and should be used when a team member's contribution to the project is deemed unacceptably low by all the others on the team.  Unacceptably low means that, if you were grading them, they would receive a D or F.  Use the following standards to help determine if you should use this form: 

         *  The team member's contribution is unacceptably low in quality and quantity.

                     (documentation required - handwritten 1 or 2 sentence explanation)

         *  The team member does not show up for meetings, or shows up unprepared.

                     (documentation required)

*  The team member is hindering the team's ability to make satisfactory progress toward a timely completion of the project.

                     (documentation required)

         *  The other team members have followed the steps of progressive discipline:

1.  Coaching the non-contributor, encouraging involvement and attempting to remove obstacles for that person. 

2.  Issued an oral warning that despite the coaching the member is still not satisfying their responsibilities.

3.  Issued a written warning that the member is still not contributing (copy to the Instructor)

                     (documentation of each step is required)

 

         If your team finds itself in this situation, you should request a Non-Contribution form from the instructor.  All contributing members of the team must sign the form and all documentation must be included in order for it to be binding.  If the form is submitted with proper documentation and signatures, the non-contributing team member will receive 0 points for this assignment and be removed from the team.  The non-contributor will then receive "0" points for all remaining team assignments.  This is the second incentive, as well as the punishment. 

 

HOMEWORK: 

         The homework assignment is to be completed by the team (individual assignments will not be accepted).  This homework is located at the course website (address listed at top of syllabus).  Go to the course website/Homework #1.  Answer the questions and solve the problems.

        

 

 

 

Case Report and Presentation:  (Team project)

         Each team will work together to complete a case assignment.  See the attached Model for Strategic Case Analysis; this must be followed in order to receive full credit on the case.  It outlines for you all points that must be covered in the case.  This Model will be used to grade each paper. The quality of your analysis, insightfulness and use of materials covered in the course will all impact your grade.  

         Written case reports should be approximately 13 pages; typed and double-spaced.  You should include diagrams, charts and graphs to substantiate your analyses and decisions.  They should be included as Appendices.  Appendices are in addition to the 13 pages of content. 

         In addition to content, written reports will be graded on form and presentation.  Form requires that correct spelling, punctuation, grammar, sentence structure and bibliography be used, always.  Presentation requires that the report be well organized for ease of reading.  Outlining the report using topic headings and numbering of pages is required.  Providing a one to two paragraph Executive Summary is required.  A good executive summary is one page long and gives a complete summary of the report that the team has written.  It is NOT a summary of the case in the book!

 

         Case presentation dates will be assigned during the semester.  You are advised to keep a copy of your report for your own reference during class.  You should approach this presentation as one given in a formal business setting to senior staff.  

 

         Further specifications on the case report and presentation will be forthcoming during the semester.  Note: All communication skills (written, interpersonal and presentation) are critical to success in business.

 

         Homework and case reports are due at the beginning of class on the designated date.  Any report received after class begins will be considered one day late.  Late assignments can be penalized by one grade level for each day they are late.

 

PARTICIPATION:

 

         Peer evaluations, case evaluations, participation in case and class discussions will all contribute to the participation grade. 

 

OUTCOME ASSESSMENTS EXAM:

 

         Completing the University Outcome Assessment Exam is a condition for receiving a grade in this course.  Test performance will NOT affect your grade in this class.  You will receive a copy of your results and information on how those results compare to the average performance of your fellow Kent State University College of Business classmates and the average of undergraduate business students nationwide.  It is certainly your right to use favorable test results on your resume.  Failure to take the test will result in your receiving an incomplete for this course.  Since this course is required for graduation, receiving an incomplete will interfere with your ability to graduate. 

 

The test will be administered on October 11.  Time and location of exam will be announced early in the semester.  If you are unable to take the test on that day you will need to make an appointment in Room 107 BSA for a makeup exam. 


 

MODEL FOR STRATEGIC CASE ANALYSIS

(Policy and Strategy - 44285)

 

Your team's final case report will be graded based upon your analysis of the assigned case.  The following model must be used.  Be sure to develop each element of the model thoroughly, but concisely.  Generalizations are unacceptable, be specific.  Include all substantiating documents (tables, graphs...) in appendices. 

 

I.  Executive Summary (1 page)

 

II.  What is the company's mission?  (0.5 pages)

 

III.  What are the company's goals and objectives?  (0.5 pages)

 

IV.  Situation Analysis (4 pages maximum)

- What are the company's strengths and weakness, opportunities and threats? (Provide a detailed description.  These should be derived from a thorough analysis of the company's internal and external environments.)

-  What are the company's core competencies?

 

V.  What are the key issues in this case?  (What are the key factors upon which the future of this company hinges?  Be sure to include internal and external issues.)  (2 pages maximum)

 

VI.  What alternative solutions do you perceive for this company?  (2 pages maximum)

- List 3-5 possible strategic (not operational) solutions.

- Evaluate pros and cons of each potential solution.

 

VII.  Which alternative do you recommend that this company pursue?  Why? (2 pages maximum)

            - What are the ramifications of this decision?

 

VIII.  What will the company managers need to do to successfully implement your solution? (1 page)

 

VII.  Appendices:

            Analysis of Internal Environment:

                        -  Capabilities and Competencies (2 pages max.)

                        -  Financial Analysis (2 pages max.)

                        -  Current Strategy (2 pages max.)

            Analysis of External Environment:

                        -  State of the Industry

                                    Key Success Factors (1 page)

                                    Driving Forces (1 page)

                                    Strategic Map (1-2 pages)

                        -  Competition (2-3 pages)

                                    Who are they and what are they up to?

                                    Porter 5 Forces Model

 

 

 

 

 

 

GRADE_____

NAME/GROUP__________________________

 

PRESENTATION ASSESSMENT

                        

                                                                              

I.  FOCUS AND FLOW (e.g. does the person make the subject and the purpose of  the communication clear, does (s)he develop and present a logical progression of ideas, does (s)he stick to the task at hand or wander away from it?)

 

                                                                        Excellent..................Appropriate.................Needs Work

                                                                           7       6       5       4       3       2       1