Fall, 2004 Hale C. Bartlett MGMT. 590: SEMINAR IN STRATEGIC ...
Fall, 2004 Hale C. Bartlett
MGMT. 590: SEMINAR IN STRATEGIC MANAGEMENT & BUSINESS POLICY
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
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
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
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
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
Period Date Topic Assignment
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
Period Date Topic Assignment
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
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
Office Hours: 4:30 - 5:30 p.m. on Wednesdays and by appointment
Office Location: 718 University Hall
Office Phone: (312) 355-0506 (Leave messages at 312 996-2680)
Office Fax: (312) 996-3559
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
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.
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
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. 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
GUIDELINES FOR WRITTEN ANALYSES OF CASES
1. Late papers will not be accepted unless prior arrangements have been made with your
2. Organize properly. Keep your discussion of one topic together, in each section of your
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.
GUIDELINES FOR WRITTEN ANALYSES OF CASES, cont.
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
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!