BMBA 9400 Business Policy Fall 2006.doc
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BMBA 9400 Business Policy Fall 2006.doc Document Transcript

  • 1. Fall 2006 Seton Hall University W. Paul Stillman School of Business Our mission is to be the school of choice for business education in the state of New Jersey and to be known nationally among the best business schools within a Catholic University BMBA 9400 NA BUSINESS POLICY Fall, 2006 Instructor: Jason Z. Yin, Ph.D. Tel: 973-761-9360 Cell: 973-710-8311 Fax: 973-761-9217 Office: 683 Kozlowski Hall Office Hour: 3:00-5:00 MW or by appointment E-mail: Class Hour: 6:15-8:25 Mondays COURSE OBJECTIVES This course is the capstone for the MBA program for Stillman School of Business of Seton Hall University. It is designed for students (1) to learn the concepts and skills of strategic management for corporate long-range planning and management, and (2) to integrate the knowledge learned from functional courses in the MBA program through analysis of a series of real world cases. It is conceived with the following three objectives in view. First, the course provides opportunities for students to thoroughly understand the role of chief executive managers for a business corporation. The issues discussed in this course, the role you are going to perform in analyzing a company are from the perspective of a CEO at the corporate level, in contrast to from the perspective of a manager at the functional level. The participants whose major experience has been in one of the functional areas of management will have opportunities to relate their experience to the contents of other functional areas, and to develop multi-functional integrative perspectives as a general manager. Second, the course provides an opportunity for participants to learn the concepts, tools, and techniques for strategy formulation and implementation. Strategy formulation involves identification of external opportunities and internal strengths, making strategic choices, and allocation of resources. Implementation involves the development of action plans, policies and coordinating activities that would integrate the firm's 1
  • 2. resources toward its mission and strategic objectives. This course gives sufficient emphasis on development of global strategy to compete in an industry in the global economy. Finally, the participants will be required to develop critical thinking and problem- solving skills for identifying business issues and making decisions for organizations in the rapidly changing domestic and global environment. You are also expected to master skills of Emotional Intelligence to take responsibilities and perform all managerial duties on your own. COURSE DESCRIPTION AND REQUIREMENT This course focuses on some of the important current issues in strategic management. It will concentrate on modern analytical approaches and on enduring successful strategic practices. It is consciously designed with a technological and global outlook since this orientation in many ways highlights the significant emerging trends in strategic management. The course is intended to provide the students with a pragmatic approach that will guide the formulation and implementation of corporate, and business, and functional strategies. This course will use a combination of readings, case studies, lectures, invited guests, and will require the completion of a group project and an independent research project. Active participation is strongly encouraged and will be factored into your final grade. However, I do not appreciate students who converse with their classmates while I conduct class. All assignments with a due date must be in the specified date ad time. Late assignments are penalized 10% per day, up to maximum of three days. No late paper will be accepted after that. It is your obligation to meet deadlines and you must plan for any contingencies that may occur. Lastly, I reserve the right to make changes to the syllabus at any time although every attempt will be made to stick to the schedule and assignments. The changes to be made will be announced in class and or through email. COURSE MATERIALS Required Textbook: 2
  • 3. Arthur A.Thompson, Jr and A. J. Strickland III, Crafting and Executing Strategy: The Quest for Competitive Advantage (15th Edition), Irwin, 2007 (ISBN: 0-07-296943-1) ---It hereafter will be designated as Text) W. Chan Kim and Renee Mauborgne, “Blue Ocean Strategy”, Harvard Business Review, October, 2004, pp. 76-84. Other reading materials will be distributed in class. Complementary Reading materials: Harvard Business Review Wall Street Journal Business Week Fortune ASSIGNMENTS AND GRADING The requirements for the course and the contribution of each towards the final grade are as follows: Due date Grade 1 Class participation and case Every class 15 discussions 2 Two Individual case write-ups (15 pts Before the case 30 each) discussion 3 Group project: the development of a 6:15 pm, Wks 9 & 10 30 full business strategy (1) Presentation (10 pts) (2) Report (20 pts) 4 Final Exam In class, Wk 10 25 Grade distribution: 95-100, A; 90-94, A-; 87-89 B+; 84-87, B; 80-83, B-; 77-79 C+; 74-76, C; 70-73, C-; 67-69 D+; 64-66, D; 60-63, D-; 59 or less F 1. Class Participation 3
  • 4. Your active participation in the discussion in class is considered very important in this course. Prior preparation of the cases and assigned readings is essential. An outline questions for each case will be posted on Blackboard for your reference. It is required to bring to class a short note addressing the outlining questions for the case or cases to be discussed. The frequency and quality of your participation will be factored into your grade. Missing class affects your class participation: 2 points deduction for missing one class; 5 points for missing 2 classes; and 15 points for missing 3 classes. Those missing 4 or more classes will receive a failing grade. 2. Case Write-up Two cases write-ups are required. In essence, your paper should demonstrate that you have carefully analyzed the case, and have a coherent view on how the company should proceed. Be clear and concise. Your writing style has an important impact on your ability to communicate your ideas. Case discussions should be about 3 pages, double-spaced, excluding exhibits. In guiding the case analyses you can follow the questions that are given for each case in your course outline. Select the first case for write-up from the first 3 cases; Select the second one from the last cases. 3. Group Assignment for the Development of a Business Strategy The students will be assigned into groups, limited to at most four people per group, to develop a full business strategy. The students will present a written report following the framework discussed in the textbook, Chapters 1 through 5. The students should also carefully review Chapter 8 of the text for matching strategy to industry and competitive position. The report should address the following issues: • The Vision and Mission of the Business (Chapter 2) • External Environmental Scan at the Business Level (Chapter 3) • Internal Scrutiny (Resources and Competitive Position) at the Business Level (Chapter 4) • The Formulation and implementation of Business-level Strategy (Chapter 5: Generic competitive strategies) • Supporting functional strategy and Economic Evaluation of the Business Strategy (Chapter 8) 4
  • 5. You will receive a group grade. The teams should select a business of its own choosing to conduct this analysis. You can choose to criticize a firm’s existing strategy and offer a new strategy or strategic adjustment; Or you can choose create a brand new company with a distinctive competitive strategy to exploit market opportunities. An executive summary, conclusions, and bibliography should be included in the report. The project is due on or before the day of class in Week 10. ACADEMIC HONESTY POLICY Please read the Stillman School of Business’s policy on Academic Dishonesty in Appendix II. This class will follow this policy closely. 5
  • 6. CLASS SCHEDULE BPOL 9400 Wk 1 Course Introduction The course objectives; teaching approach; textbooks and teaching materials; and the schedule Discussion: Overview of Strategic Management • What is Strategy? What is Strategic Management? • The concept of strategic management and planning • The process of strategic management • The structure of strategic management • The benefits and limits of strategic management approach Read Text: Chapter 1 Concepts and Techniques of Strategic Management Chapter 2 The Managerial Process of Crafting and Executing Strategy Team formation will be posted on Blackboard before next class Wk 2 Discussion: Environment Analysis • How to analyze business environment? What really matters • Industrial structure and competitive interaction Read Text: Chapter 3 Analyzing a Company’s External Environment Wk 3 Discussion: Strategy and Recourses • What makes a company competitive? • How to analyzing a company’s internal resources and capabilities • How to build a company last? Case 3: JetBlue Airways: Can It Survive in a Turbulent Industry? Read Text: Chapter 4: Analyzing a Company’s Resources and Competitive Positions Read Handout: Build to Last by Jim Collins Wk 4 Discussion: Competitive Strategy • How to formulate business level strategy • Generic competitive strategies: Which one fits better and for what competitive advantages Case 5: Dell Inc. in 2006: Can Rivals Beat Its Strategy? Read Text Chapter 5: The Five Generic Strategies: Which One to 6
  • 7. Employ? Wk 5 Discussion: Strategic Positioning • Positioning and Repositioning • Offensive and defensive strategies Case 25: Wal-Mart Stores in 2006 Read Ashish Nanda: Strategy, Positioning in Professional Service Firms (HBR #904060) Read Text Chapter 6: Beyond Competitive Strategy: Other important Strategy Choice Wk 6 Three trends in Corporate Strategies: M&A, IT, Globalization Trend 1: How Merging & Acquisition shape corporate strategy • How to compete through diversification strategy? • Related and unrelated diversification • Retrenchment strategy Case 22: Procter & Gamble’s Acquisition of Gillette Read Text Chapter 9: Diversification Strategy Wk 7 Trend 2: How does information technology shape corporate strategy? Trend 3: How does globalization shape corporate strategy? Case 18: Google in 2006: Can the Strategy Support the Lofty Stock price? Read Text Chapter 7: Competing in Foreign Markets Wk 8 Discussion: Business Ethics • The dilemma in maintaining ethical and moral standards • Ethical issues in foreign operations Guest Lecture: Dean I. Chang, Executive Director – Asia/Pacific, Wyeth Pharmaceuticals --- strategic Choice for Wyeth in China Case 31: Merck and the Recall of Vioxx Read Text Chapter 10: Strategy, Ethics and Social Responsibilities Wk 9 Discussion: Relate strategy to your company 7
  • 8. (1) How to make a good company to a great company (2)What is going on strategically with the company you work for or an organization you are familiar with? (3)How to prepare yourself for the new challenges? Presentation of Group Project (I): The Development of a Business Strategy Read: Jim Collins: Good to Great: Why Some Companies Make the Leap and Others Don’t Read: Steve Jobs: Be Hungry! Be Foolish! ! Hand Out Exam Guideline Questions Wk 10 Presentation of Group Project (II): The Development of a Business Strategy Submit the Group Report Select the Exam Questions and take Final Exam in class 8
  • 9. Appendix I GUIDELINES ON WRITING STYLE All submissions made for the BMBA 9400 should have a front cover page, which should give title, name(s), and affiliations including telephones, emails, and other contact information. The second page should contain the title and executive summary of approximately 150 words highlighting the subjects covered by the manuscript. The following suggestions could be useful in fulfilling your written assignment: • Assertions and conclusions that you make in the main body of the report should be well supported by rationale and facts. If the supporting evidence is to be found in the attachments (i.e., tables, figures, appendices, etc.) then clearly indicate where I can find it. • There should be no extraneous information in the attachments. For example, if in the attachments you put 'liquidity ratios' or 'R&D Expenses' or 'number of 20 - 30 years olds in the North American population', it should be there because you have used these facts in the main body of the report. • Do not just copy material from a firm's annual report or other publications. Summarize in your own words. Always cite the appropriate reference(s). • Here is an example of unsubstantiated assertions: This industry will continue to consolidate, there will be radical technological change and three firms will fail. This is your assertion. On what basis are you making this assertion? One, it can be on the basis of your analysis of facts, in which case the facts and the relevant analysis should either precede the assertion or immediately follow it. (The facts can be in an attached table. If so, refer me to that table.) Alternatively, it can on the basis of utterances by industry analysts or other experts. If so, appropriately cite those persons. Here is how the sentence can be rewritten: According to industry analysts, consolidation will continue for another five years (5, 7). Also, a Standard &Poors report indicates that three major firms will fail because of radical technological change (1, 5, and 7). (The 1, 5, 7 here refer to references 1, 5 &7 that you have provided in the Reference list.) Put in another way: (1) Don't plagiarize. (2) Don't pass off other's opinions, assertions, and conclusions as your own. (3) Don't just copy text from annual reports. You are not the public relations arm of the company. You are external observers who are critically observing the company. Your writing style should reflect this. All quotations and citations of works should be properly credited in the text, for example (Fredrikson & Vertes, 1985) and added to the list of references at the end of the text, as follows: 9
  • 10. Journal Article: Fredrikson, B. E., & Vertes, P. (1985). Bayesian approaches to the beta estimation: A simulation sampling error. The Mid-Atlantic Journal of Business, 23, 1-10. NOTE: Lines after the first must be indented. Magazine article: Fredrikson, B. E., & Vertes, P. (1985, January). Bayesian approaches to the beta estimation: A simulation sampling error. Business Week, pp. 1-10. A book: Lovelock, C. H., & Weinberg, C. B. (1984). Marketing for public and non-profit managers. New York: Wiley. A paper presentation: Borchert, S. E. S. (1990, August). Influence at occupational information on cognitive complexity: A new look. Paper presented at 98th Annual Convention of the American Psychological Association, Boston, MA. An edited compilation of papers: Landfield, A. W. (1977). Interpretive man: The enlarged self-image. In A.W. Landfield (Ed.), Nebraska symposium on motivation, 1976 (pp. 127-178). Lincoln: University of Nebraska Press. Unpublished work: Phillips, J. J. W. (1983). Five career decidedness scales: Reliability, validity, and factors. Unpublished master's thesis, North Carolina State University, Raleigh, North Carolina, USA. Complete citations of all references should then be made at the end of the text in an alphabetic order by authors' last names. This section should carry a title "References." All tables should be readable and efficient, titled at the top and numbered consecutively with Hindu-Arabic numerals. Footnotes should be avoided. But if at all needed, they should be indicated by superscript lower-case letters (a, b, c, ...). All tables should be typed on separate sheets enclosed at the end of the text. The body of the text should indicate appropriate spots where the tables should be inserted. All diagrams, figures, sketches, etc. should be professionally drawn in India ink on separate sheets of zinc-white paper or electronically done using laser paper and printer with a title. Diagram should be drawn to fit within the usual margins of 8 1/2" x 11" paper. All lettering should be easily eligible. They should be inserted in the main text at the appropriate spot where they are referred. In case of any questions on style, follow APA guide. For further detail on this, please refer to Publication Manual of the American Psychological Association, Washington, DC: American Psychological Association. 10
  • 11. Appendix II: Stillman School of Business Policy of Academic Integrity If a faculty member determines that an incident of academic dishonesty has occurred, and that incident is serious enough to warrant a failing grade, the student should be awarded an “F” grade. When an “F” grade is awarded as a result of academic dishonesty, the faculty member should notify the Dean’s Office so that a note documenting the occurrence can be placed in the student’s file. Repeat incidents of academic dishonesty by a Stillman School student will result in expulsion from the Stillman School. Repeat incidents of academic dishonesty by a non-Stillman student will result in that student being prohibited from taking classes in the Stillman School. The Dean’s Office will undertake the responsibility of enforcing the regulations regarding repeat incidents. All syllabi should include a general statement about academic integrity and a statement that describes the consequences associated with the commission of an act of academic dishonesty. Acts of academic dishonesty include, but are not limited to, the following: 1. copying, sharing or obtaining information from any unauthorized source during projects, examinations, or quizzes; 2. copying from or unauthorized sharing of homework assignments with another student; 3. failing to properly cite sources (including ideas and phrases taken from articles, books, the Internet, etc.); 4. attempting to take credit for the intellectual creation of another person as one’s own work; 5. falsifying information; 6. giving or receiving information about or during a test, quiz or assignment solutions to other students. 11
  • 12. Appendix A FINAL PRESENTAION EVALUATION Your name ________________ Class _______ Team #__________ Team Grade Comments Presenting (1-least, 5-best) 12
  • 13. Appendix B Seton Hall University STILLMAN SCHOOL OF BUSINESS BMBA 9400 Business Policy STUDENT DATA SHEET Team ________________(To be assigned) Name_____________________________________Major____________________________ GMAT Score____________GPA at SHU__________Credit Hours Earned ______________ Mailing ddress_______________________________________________________________ Telephones: Work__________________________ Home____________________________ Cell__________________ ________Email Address____________________________(Print) Undergraduate College ____________________________Major ____________________ Employer__________________________ Job Title_________________________ Years of work experience _____ Professional/Career objectives_____________________________________________________ Strengths and Weaknesses Your expectations from this course _________________________________________________________________ 13