Fall, 2004 Hale C. Bartlett MGMT. 590: SEMINAR IN STRATEGIC ...


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Fall, 2004 Hale C. Bartlett MGMT. 590: SEMINAR IN STRATEGIC ...

  1. 1. Fall, 2004 Hale C. Bartlett MGMT. 590: SEMINAR IN STRATEGIC MANAGEMENT & BUSINESS POLICY COURSE OUTLINE Required Material: Student Lab Manual (Distributed in class by Fonts N’ Print, 716 Laramie, Wilmette, IL, 60091. Phone 847 529-4134. Note: All reprints shown on this course outline are contained in your Student Lab Manual or will be handed out in class. The Wall Street Journal (subscription) Recommended Material: Business Week Forbes Fortune Harvard Business Review Period Date Topic Assignment 1 8-25-04 I. Nature of Strategic Management & Business Policy A. “What is Strategy and Why Is It Important?” Reprint B. “Analysis of Strategic Management Cases” Reprint C. “Note on Financial Analysis” Reprint D. Nature of Course Class E. Course Objectives Class F. Course Guidelines Class G. Allocation of Grade Class Note: “What is Strategy and Why Is It Important?,” will be found in your Student Lab Manual which will be distributed in class on Period No. 2. (Please bring your checkbooks or cash to purchase your manual directly from the printer. Your instructor does not -2-
  2. 2. Period Date Topic Assignment 1 8-25-04, cont. handle cash and does not receive any profit from the sale of your Student Lab Manual.) “Analysis of Strategic Management Cases” and “Note on Financial Analysis will be distributed the first even- ing of class. Please read these before preparing the case for Period No. 2. Note: You should have a thorough understand- ing of Standard & Poor’s Stock Reports. Also, be familiar with several financial websites. These will be helpful in this course. Each assigned case will have a Standard & Poor’s Stock Report and other financial reports. If you find yourself having difficulty with either the S&P Stock Reports or fi- nancial websites, please let me know. Please do not delay in contacting me. H. Videotape: Charlie Rose: Interview with Class Michael E. Porter 2 9-01-04 II. Concepts and Cases in Competitive Strategy A. “Note on Business Mission and Vision” Reprint B. Case: “Ben & Jerry’s Homemade Ice Cream, Reprint Inc.: Keeping the Mission(s) Alive” C. Selected Readings on Ben & Jerry’s Reprints D. Selected Financials on Ben & Jerry’s Reprints E. Prepare Short Written Assignment 3 9-08-04 F. Case: “Southwest Airlines: Using Reprint Human Resources for Competitive Advantage (A) and (B) G. Selected Readings on Southwest Reprints H. Selected Financials on Southwest Reprints -3-
  3. 3. Period Date Topic Assignment 4 9-15-04 I. Case: “Southwest Airlines 2002: An Reprint Industry Under Siege” J. Selected Readings on The Airline Industry, Reprint JetBlue Airlines, and Other Airlines K. Short Written Assignment 5 9-22-04 L. Case: “Cisco Systems: Are You Ready?” Reprint M. Selected Readings on Cisco Systems Reprints O. Selected Financials on Cisco Systems Reprints 6 9-29-04 P. “Power of Virtual Integration: An Interview Reprint With Michael Dell” Q. Case: “Dell On-Line” Reprint R. Additional Selected Readings on Dell Computer Reprints S. Selected Financials on Dell Computer Reprints T. Short Written Assignment 7 10-6-04 III. Chief Executive Officers: Development and Leadership Role A. Case: “GE’s Talent Machine: The Making of a Reprint CEO” B. Selected Readings on GE Reprints C. Selected Financials on GE Reprints 8 10-13-04 D. Case: “Amazon: Success, Survival, or Suicide” Reprint E. Selected Readings on Amazon.com Reprints F. Selected Financials on Amazon.com Reprints G. Short Written Assignment -4- Period Date Topic Assignment
  4. 4. 9 10-20-04 IV. Concepts and Cases in Organizational Change A. Readings in Organizational Change Reprints B. Case: “Right Away and All at Once: Reprint How We Saved Continental Airlines” C. Case: “Waking Up IBM” Reprint D. Advance Reading: Start “IBM and Linux (A)” Reprint Case Assignment for Period No. 10. E. Short Written Assignment 10 10-27-04 F. Case: “IBM and Linux (A)” Reprint G. Selected Readings: The Linux Phenomenon Reprints H. Selected Financials: IBM Reprints 11 11-3-04 I. Case: Microsoft Reprint J. Selected Readings: Microsoft Reprints K. Selected Financials: Microsoft Reprints L. Short Written Assignment 12 11-10-04 V. Corporate Governance A. Readings on Boards of Directors Reprints B. Case: “Delphi Corporation” Reprint C. Selected Financials on Delphi Corporation Reprints 13 11-17-04 VI. Business Ethics and the Crisis in Corporate Confidence A. Readings in Business Ethics Reprints -5- Period Date Topic Assignment
  5. 5. 13 11-17-04, cont. B. Topic: Outsourcing of Jobs: Short and Long- Reprints Run Implications for Business and Public Pol- icy. What would you do if you were a CEO? (See comment at bottom of this page!) C. Short Written Assignment 14 11-24-04 Note: This is Thanksgiving Eve. We will not hold class. You should study all materials on the Enron case and selected readings. Please be prepared for class discussion on Period No. 15. 15 12-1-04 D. Case: “Innovation Corrupted: The Rise and Fall Reprint of Enron” E. Selected Readings on Enron Reprints F. Selected Financials on Enron Reprints Note: Throughout this course please read and save articles from the Wall Street Journal and other busi- ness publications on the topics off strategic management, corporate governance, organizational change, business ethics, and the crisis in corporate confidence that pre- sently exists in this country. We will want to discuss these articles as we go through this course! Also, please set up a file on outsourcing of jobs from America, and trim your Wall Street Journal and other business readings on this subject. We will be discus- sing this issue during Period No. 13! Final Examination: December 8, 2004 Note: The final exam in this course is usually a take-home case analysis. Your instructor will give you more information on this toward the end of the course. -6- Office Hours: 4:30 - 5:30 p.m. on Wednesdays and by appointment Office Location: 718 University Hall
  6. 6. Office Phone: (312) 355-0506 (Leave messages at 312 996-2680) Office Fax: (312) 996-3559 E-Mail: halecbartlett@aol.com Mailing Address: Dr. Hale C. Bartlett Department of Managerial Studies (M/C 243) University of Illinois at Chicago 601 South Morgan Street Chicago, IL 60607 COURSE OBJECTIVES The major objectives of this course are: 1. To develop an understanding and appreciation of the process of strategy formulation and implementation in business organizations. We will attempt to accomplish this through study of selected readings and case materials drawn from the literature of strategic management and business policy. 2. To develop analytical ability in assessing strategies and policies that determine the long-run survival and growth of business firms. Continued practice in the analysis of a wide variety of case problems will be the primary means of achieving this goal. This practice will include both written analyses and class discussion of strategic manage- ment and business policy case problems. 3. To integrate knowledge gained in other subject areas and apply that knowledge to problems in general administration of business organizations. Our vantage point will be that of top management, either corporate level or business unit level. Again, the analysis of case problems will facilitate this objective. 4. To further develop skill in communications, both written and oral. As noted above, written analyses and class discussion of cases are an integral part of this course. 5. To impart greater knowledge of current business problems and practice in general administration through continued exposure to selected business periodicals. -7- COURSE GUIDELINES 1. Attendance is an important part of the learning process in this course. Learning to analyze strategic management and business policy case problems is a cumulative
  7. 7. process. It involves the interchange of ideas between you, your instructor, and other students in the class. You cannot expect to learn how to analyze strategic management and business policy case problems if you are not present! 2. As noted in “Allocation of Grade” below, class participation is 30 percent of your total grade. You are expected to be able to discuss intelligently the cases and readings assigned for each period. Mere attendance in class is not sufficient. Moreover, by entering into class discussion, you will enrich the session for all of us! 3. Attendance will be taken on a random basis throughout the semester. Absences will affect your grade negatively. Leaving the class at the break is unfair to your classmates and will count as an absence. 4. Written assignments are due on the dates indicated in your assignment schedule or by your instructor. Late papers will not be accepted unless prior arrangements have been made. The reason for this is that once an assignment has been discussed in class, our analysis of that case becomes public. 5. If you are absent from class, please check with one of the members of the class regard- ing the assignment for next period. Our discussion of cases may vary somewhat from the assignment schedule. You should exchange telephone numbers with each other so that you will have someone to contact in the event you are absent. 6. All written work for this course should be done on a word processor. For guidelines on how to analyze a strategic management case, please refer to “Analysis of Strategic Management Cases,” and “Note on Financial Analysis.” These are found in your Student Lab Manual, Part I. 7. Your short written questions and the final written case analysis should conform to the guidelines for written work in this course, as discussed below. If this is not the case, your paper(s) will be returned for reworking and a grade of “Incomplete” will be issued. Once again, please refer to “Guidelines for Written Analyses of Cases,” set forth below, before preparing written work for this course. -8-
  8. 8. 8. One last thought: This is one of your last courses in the M.B.A. program. It should prove to be both a valuable and enjoyable one. We emphasize freedom of thought, inquiry, and discussion in this course. Do not worry if you think your views on a given matter are different from those of your instructor or fellow students. Come with your thoughts and show us the bases for them! Finally, if you are not fully prepared for class discussion, come anyway. You will not be ostracized and you should come away knowing more than you did before! ALLOCATION OF GRADE Class Participation 30% Short Written Assignments 30 Final Examination: Readings and 40 Case ____ 100 % GUIDELINES FOR WRITTEN ANALYSES OF CASES 1. Late papers will not be accepted unless prior arrangements have been made with your instructor. 2. Organize properly. Keep your discussion of one topic together, in each section of your paper. 3. Use headings and subheadings to show the reader how you are proceeding in your analysis. Papers without headings will be returned. 4. Avoid the use of one-sentence paragraphs. 5. Avoid excessively long paragraphs. Each paragraph should contain one basic thought or point. Paragraphs one-half to one-page in length are far too long. 6. Write in complete sentences. -9- GUIDELINES FOR WRITTEN ANALYSES OF CASES, cont.
  9. 9. 7. Guard against misspellings. Don’t rely totally upon a spell-check program! 8. Avoid the use of first person. (At least in most instances. When you are asked for your recommendation, that is a different matter!) 9. Be neat! Your final copy should be high-quality work! Avoid strike-overs, hand-cor- rections or crossed-out words or phrases. Papers that are carelessly prepared will be returned. 10. Avoid excessively wide margins. Use standard margins (one-inch on sides and top and bottom of page.) When using a word-processing program, take additional time to in- dent your sub-paragraphs properly. Further, do not leave large amounts of white space showing at the ends of your lines. Hyphenate your words to fill in these spaces. Hy- phenate manually, if necessary. You may right-hand justify if you prefer, as long as there are not large gaps of space between the words on each line. 11. Keep within the maximum page limit specified for each paper. Exhibits may be attached as additional pages to the body of your paper. 12. For case analyses, you may wish to discuss a case with other students prior to writing your own analysis. This is perfectly acceptable and in fact is a good learning device. It is especially helpful in mapping out problem areas. However, when you prepare your written analysis, do your analyzing and writing independently. On your final case analysis, do all of your analysis and writing independently of others! Do not discuss this final case or other questions relating to the final with others! 13. Organization and neatness, along with substantive content are important. They reflect the orderliness of your thought and care in preparing a report. 14. Remember: The ability to think, to organize one’s thoughts, and to write them clearly are important skills. They reflect your education and require unending practice! rev. 8-24-04