SYLLABUS
MGT 5018 POLICY & STRATEGY FOR BUSINESS
Summer '06 Term
Class Meetings
May 2-
Room 156 Frank Knox Bldg. (B. 2189)
INSTRUCTOR: Bob Schaller 301.475.2068 schaller@uzoom.net, rschalle@fit.edu
Faculty website: http://www.xecu.net/schaller/
Blackboard: http://fit.blackboard.com TBD
REQUIRED TEXT: Strategic Management: Formulation, Implementation, & Control, by Pearce & Robinson, 2005 -- 9th ed. (ISBN# 007289024X), McGraw-Hill/ Irwin Publisher http://highered.mcgraw-hill.com/sites/007289024x/information_center_view0/
COURSE DESCRIPTION: MGT 5018 is a study of the
process of formulation and implementation of competitive business strategies,
with emphasis on the role of top management in organizations. (Where
appropriate, the principals of the strategy also have applicability to the
public sector.) Case studies/analyses are employed extensively to provide the
multi-functional nature of decision making in business sector organizations.
COURSE OBJECTIVES: With successful completion of the course, you will be able to:
· Think strategically about a corporation (company), its position in the competitive business environment, and how its strategy can be successfully implemented;
· Have skills in conducting strategic analyses in a variety of business settings and competitive situations, especially the challenges in a global market environment; and
· Develop a business strategy for an organization, reasoning carefully about strategic options, evaluating alternatives, and designing effective implementation plans.
CLASS FORMAT & INSTRUCTIONAL METHODS: The class format involves a combination of: a) lectures and classroom discussions to establish the framework for developing and analyzing business strategies, and b) extensive case study analyses and class presentations by teams of 1, 2 or 3 members (Case III) to bring “practice” into the classroom. Additional sources of information, such as articles from journals, are used to reinforce key ideas presented and discussed in class.
COURSE SCHEDULE: This schedule is for planning
purposes and is subject to change by the instructor. [
1) May 2 a) Review course syllabus, expectations, & the strategic mgt. process, Case 49-1 “Robin Hood” What should Robin do?
2) May 9 a)
Company
b) Case Method & Analysis (p. G-1 to G-9)
c) In class discussion
of Case 47 “The Apollo Group, Inc. (
3) May 16 a) Case 47 written response due
b) External Environment (Ch. 3)
c)
Global Environment (Ch. 4)
4) May 23 a) In class discussion of Case 19 (David
text) “
b) Internal Analysis (
c) Using Financial
Analysis (Appendix to
5) May 30 a)
Long-Term Objectives & Strategies (
b) Case 19 written response due
6) June 6 a) Strategic Analysis in Single or
Dominate-Product Businesses (
b) Brief Review for the Midterm Exam
7) June 14 a) Submit Midterm Exam (take-home) – Covers Sessions 1-7
b) Strategic Analysis in
Multi-Business Company (
c) Assign Chapters 9, 10, 11 to Groups
8) June 21 a) Review Results of the Midterm Exam
b) Implementing Strategy
(Part I) (
c) Finalize Group Case Study Topics
9) June 28 a) Implementing Strategy (Part II) (
b) Implementing Strategy
(Part II) (
10) July 4 a) NO CLASS, Research and Work on Draft Case Studies
11) July 11 a) Draft Case Studies Due, Presented, and Discussed
12) July 18 a) Written Feedback on Draft Cases Due
13) July 25 a) NO CLASS, Research and Work on Final Case Studies
14) Aug. 1 a) Final Case Studies Due, Presented, and Discussed
15) Aug. 8 Make-up day if needed
GRADING & EVALUATION CRITERIA: There is one midterm exam. There have also been two case reviews. The final exam and final case have been combined into the preparation and presentation of a comprehensive group case study of publishable quality. The evaluation areas and their weights are provided below. The course grading structure also is provided below.
|
Grading Components |
Points/Weight |
Grading Structure |
|
Midterm Exam |
20pts/14% |
90-100 = A |
|
Case Review I |
20pts/14% |
80-89 = B |
|
Case Review II |
20pts/14% |
70-79 = C |
|
Chapter Summary |
10pts/7% |
60-69 = D |
|
Original Case Study |
70pts/50% |
<60 = F |
CASE STUDY ANALYSES:
For Case Review I and II, a written analytical response is turned in by each student. The guidance on case study analysis in the text, pages G-1 to G-9, is in effect. Each case study analysis should be a minimum of 4 pages typed, double spaced. Charts and graphs included in the response to the case study do not count as part of the 4 pages.
For Case Study III, the team is to turn in an original case study and make their oral presentation on the case to the class. The guidance on the case study is different than identified above and will be provided by the instructor. See Part B, Comprehensive Cases, of text as models for both format and content. The original case study should be a minimum of 20 pages typed, double spaced (but will most likely be larger). Charts and graphs included in the response to the case study do not count as part of the page count.
The objective of the case studies is to: 1) add as much realism as possible to classroom discussion, 2) integrate functional area knowledge, 3) practice and improve decision making, and 4) improve oral/written communication skills.
OTHER ITEMS: Excused absences for travel, emergencies, or illness should be discussed with the instructor in advance, if possible. Incomplete grades, as outlined in the school catalog on policy for incompletes is in effect. The instructors are available before/after class, and also by appointment.