MGT 496 - STRATEGIC MANAGEMENT AND POLICY

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  • 1. 1 MGT 496 - STRATEGIC MANAGEMENT AND POLICY MW 2:30 pm-3:45 pm, AB 212 Section 3, Fall 2008 Instructor: Dr. Rafik Beekun, Professor of Management and Strategy Office: BB 310 E Office hours: MW 11:00 a.m.-noon (by appointment only) Phone: 682-9161 E-Mail: beekun@unr.nevada.edu WebCT: https://genwebct.admin.unr.edu/ REQUIRED READINGS AND SOFTWARE 1. Customized Textbook: Strategic Management. Professor Rafik Beekun. Publisher: Mc-Graw- Hill/Irwin{Note that this is a new composite of the best chapters on key topics in the leading strategy textbooks, has new cases for this class, is different from the textbook which I used during previous semesters, and is only available from the UNR bookstore.) 2. GLO-BUS Strategy Game: Player’s Manual. A. Thompson and Stappenbeck. Homewood: Irwin. This manual can be downloaded once you have purchased your license for running the game from the GLO-BUS website at http://www.glo-bus.com. COURSE DESCRIPTION Strategic Management and Policy is intended to be a challenging and integrative capstone course for the undergraduate business school curriculum. The course stresses the theme that a company achieves competitive advantage and experiences higher performance if its managers have a timely strategic game plan and implement it proficiently. While learning how to manage strategy, you will also be required to integrate the body of knowledge that you have assimilated in the business curriculum. Most of the business courses that you have taken so far have focused on a specific functional area, e.g. logistics, marketing, finance, etc., and/or have discussed a specific body of knowledge, e.g. economics, statistics, etc. This course is different from your previous courses. The issues dealt with by a manager during the process of strategy formulation and implementation are multifunctional and involve a dynamic array of variables. As a result, you will need to take a total enterprise perspective in assessing the pros and cons of a company's strategy. COURSE OBJECTIVES This course aims to improve your ability to: 1. Integrate functional area knowledge into a general managerial perspective. 2. Think strategically about a company and how it can develop sustainable competitive advantage. 3. Develop your skills in conducting strategic audit in a variety of industries and in a competitive global market environment. 4. Improve your ability to manage the organization process by which strategies are formed and executed. ACCOMPLISHING THE OBJECTIVES Most sessions will include a lecture from me and the presentation of a strategic audit by a student team. All strategic audits are meant to sharpen your strategic thinking, organizational diagnosis and team management Dr Beekun/MGT 496/Fall 2008/Section 3
  • 2. 2 skills. You are thus encouraged to prepare all the assigned cases with your team and to participate actively in the class discussions. You can expect to be asked questions on any strategic audit or any presentation even if your team is not presenting on that day. On the midterm, you will be asked questions about the cases presented before the midterm; on the final, you will be asked questions about the cases presented after the midterm— unless noted otherwise. Effective class participation The primary pedagogical methods used in this course will be lectures, questionnaires, strategic audits as well as the GLO-BUS Strategy Game. The success of these techniques depends heavily on the quality of individual contributions and the cohesiveness of teams. The criteria used to assess individual class participation will be as follows: • Is the participant an active listener? • Are the points that are made relevant to the discussion? • Do the comments show evidence of thorough strategic audit or understanding of class material? • Do the comments add to our understanding of the situation? • Is there a willingness to participate or does the participant have to be 'drafted'? Your teammates will evaluate your contribution to your team. A peer evaluation form is attached to the back of this syllabus, and must be turned in on the last day of class in a sealed envelope with your name and signature on the outside. You will evaluate all your team members excluding yourself according to the criteria listed on the form. On the last day of class, a designated member of your team will also turn in one signed Student Team Participation Roster for your whole team. I value and reward effective participation. Monopolizing the discussion without moving the class forward is not considered to be effective participation. To participate, you must attend class. If you miss more than three classes, your final grade will drop by a full letter grade (e.g. from an A to a B, etc.). If you miss six or more classes (irrespective of the reason(s) for your absence), you will be immediately asked to drop the class. Being continually late (more than 3 times) will incur a drop of your class participation grade from your final grade. WEBCT I have created a WebCT site for this class. To log on, you will need a NetID. This NetID can be used in the UNR libraries as well as for any other WebCT course. To activate your NetID, go to the following website: https://computing.unr.edu/accounts/unr/activate.asp and follow the instructions. This is a one-time process. Once you log on with your NetID, you will see the WebCT link for this class. On the WebCT site, I will be keeping an updated class calendar, your updated grades in the Gradebook folder, the latest version of the syllabus, the transparencies for all my lectures, video clips, study guides for the midterm and final, as well as a class discussion forum, chat rooms, and an e-mail tool. You are required to sign up and participate in the class discussions that will take place on the discussion forum that is on the WebCT website. Periodically, I may ask a question on the forum, and you are required to join in the ensuing discussion. Your class participation grade will be partly based on your contributions to your forum discussion. The WebCT site will also allow you to work with your team members on group projects such as your strategic audit, and will enable you to publish your presentation and audit to the remainder of the class after the day you present. Please contact me when you are ready to make your presentation and audit report available to the remainder of the class. These will be important when reviewing for the midterm and final exams. Dr Beekun/MGT 496/Fall 2008/Section 3
  • 3. 3 TEAM FORMATION AND FUNCTION There must be a total of 5 teams in this class. During the first session of this class, you will be asked to form a team of no more than 4 students. I will re-allocate students if need be to reach the desired number of 5. Given the eclectic nature of this course, I suggest that each team include members with a variety of complementary skills and backgrounds. Meet with your team members as soon as possible to find out whether you can work together or not. After September 3, 2008, your team cannot be disbanded, and you must remain with your team for the remainder of the semester. Keep track of the involvement/attendance of each member of your team. Please let me know at any time if any team member is not contributing his/her fair share to your team. Please use the Student Team Participation Roster to keep track of your attendance and performance. If a team member is proven through the Roster to have missed more than 2 team meetings, he/she will not receive any strategic audit or other team assignment grade. STRATEGIC AUDITS: WRITTEN REPORT AND VERBAL PRESENTATION Although you must analyze and participate in all case presentations, your team will present only one strategic audit. Please, check the syllabus on page 10 for your case assignment. Although we may spend more time on any one topic, your group must present your case analysis on the date scheduled for your case presentation. While performing the audit, put yourself in the position of a consulting group. You have been hired by the Board of Directors to determine whether the organization's strategy formulation and/or implementation are effective. What can be done to improve the firm's competitive stance? Please do not simply copy or paraphrase trade articles within your report? Please note that all case analyses should take into account the facts of the case and any additional research data up to the date the case ends. No research should be done or presented on facts/events after that date. Doing so will lead to a loss of points. Written case report: On the day of each case presentation, only the team presenting the case should hand in a written report. This report should be handed to me prior to the start of the oral presentation, and must include: 1) A table of contents referring to the differing sections and appendices of your audit with appropriate page numbers. 2) An executive summary of the strategic audit. This summarizes the issues uncovered in your case and your recommendations. 3) A SWOT of the firm and of its top two or three competitors. Determine from this audit the firm's internal strengths, weaknesses as well as the opportunities and threats it faces from the external environment. An in- depth financial analysis of the firm and its top competitors in relation to industry benchmarks is critical here. Please make sure that you trend key financial ratios (ROA, Debt/Equity, Asset Turnover, etc.) over a period of at least 5 years both for the firm and its top 2 or 3 competitors. 4) Identification of its important competitors and their strategy objectives. How do their weaknesses represent external opportunities for your company? Identify the KSFs in the industry, and do a quantitative competitive strengths assessment. Dr Beekun/MGT 496/Fall 2008/Section 3
  • 4. 4 5) Assess the attractiveness of the industry in which the firm is located. Use Porter’s Five Forces Model and a Strategic Group Map if applicable. Will this industry generate a return on investment beyond the cost of capital? Is this industry’s growth rate faster than the rate of growth in GNP? 6) Use a specific strategy typology to provide a historical view of the strategies pursued by the firm up to the point of your audit, their rationale and the reason they worked or did not work. Focus on the level of audit used in the case. 7) If applicable, use an assessment of the firm's portfolio of businesses in terms of the BCG Growth/Share matrix or the GE Nine-Cell Planning Grid. 8) A list summarizing the issues/problems that need to be resolved in the case. Please make sure to distinguish between problems and symptoms. 9) An implementation plan--both short-term and long-term along a realistic time line (in accordance with case and industry data) over the next 1-5 year time period. 10) Outline contingency plans if your implementation plan does not work out. 11) What sources of resistance (if any) will occur within your company, and how do you plan to deal with it? 12) What are the ethical implications of your recommendations, and how do you propose to resolve any ethical dilemma or issue that may come up as a result of implementing these recommendations? This written case report should be typed on regular white bond, and must not exceed 17 pages (excluding all appendices), double-spaced with 1 inch margins. Simply staple any papers/reports you turn in; do not use any type of binders or special folders. The names of the group members who participated in the audit as well as the group number should be printed on the title page. If someone missed all the team meetings and did not do anything on the audit, please leave their name off the title page, and that person will not receive a grade for the strategic audit. Do not put your student ID or secret number on the front of the paper. Turn in the original copy of your work and save a copy for yourself. The following are some suggestions to help you avoid some common pitfalls in case writing: 1. Review all tools and techniques for business analysis presented thus far in the course and apply them as appropriate. Appendices 13. 1 and 13. 2 in your textbook will help you with your financial analyses and data search. 2. Don't focus too heavily on minor (but interesting) issues or those for which there is little data. 3. Avoid rehashing of case data. Case facts should not be presented unless they are used to support a specific line of reasoning. Assume the reader is familiar with the case. 4. Be sure not to build your recommendations solely based on case data which have questionable validity, e.g. opinions, hearsay, etc. 5. Be sure to include a brief discussion of alternatives you did not choose and your reasoning for their dismissal. Dr Beekun/MGT 496/Fall 2008/Section 3
  • 5. 5 6. Make sure that all quantitative analysis is readily understandable. Analytical work should be presented with simplicity and clarity so that the reader can replicate your analysis. This is generally done in an exhibit or appendix. Be sure that the source of all data is noted. 7. Exhibits should contain specific types of analyses (such as financial, capacity, cost competitiveness, etc.) and information that supports and is relevant, but would be too detailed for the body of the paper. Exhibits should not be simply an extension of the text. 8. Please proofread your paper before turning it in. Papers for this course should be of the same quality that you would provide to the management of a business that you are dealing with directly. (Note: pencil and ink corrections for typographical errors are NOT acceptable. It is also permissible to have grammar and spelling, but not content, checked by someone else, e.g. a language tutor). 9. When recommending actions, avoid or modify any recommendations which: • are not specific • are impractical • are not well integrated or conflict • do not address obvious timing issues • ignore obvious cost implications • are not directly pertinent to key case issues • are not ethical In-class presentation: Before you make your presentation, please turn in your written report to me as well as the presentation rubric scoring sheets (see p. 12) for each member of your presenting team. Each member of your team should have entered his/her name at the top of his/her sheet, and leave the remainder of the sheet unfilled. I will fill each sheet during that person’s presentation. Use transparencies, videotapes and any other multimedia method that you deem to be effective. This will be an excellent opportunity to polish your presentation skills. Each presentation will take place on Wednesday at the beginning of class (never later), and should last no more than 30 minutes. Presentations that exceed this time limit will be cut off. Hence, do not waste time by presenting an extended summary of the case. All team members are required to present a section of the strategic audit. The executive summary does not count as a section of the strategic audit. Formal business attire is required of each presenter, and no obscene, vulgar, profane, or derogatory language or illustrations of any kind must be used during the presentation. You may wish to consult John Molloy’s bestseller book entitled “Dress for Success”. At a minimum, male students must wear a pair of formal slacks, pressed shirt and tie, and dress shoes. Female students must wear formal, business attire and formal shoe ware. Sneakers, shorts, mini-skirts, t-shirts, sandals, house slippers and jeans of any kind are not formal attire. The following requirements must also be met for your formal business attire during your presentation: • No holes, rips, or tears that reveal the body. • No revealing clothing (e.g. low cut clothing of any kind) that detracts from a formal business presentation • No hanging chains, no spiked or studded accessories • No exposed undergarments • No halter, tank or tube tops; • No transparent, half, or muscle shirts • No exposed shoulders, no low cut necklines, exposed cleavage, or spaghetti straps • No pajamas, lounge wear, or bath robes. • No sheet shirts or sagging pants of any kind Dr Beekun/MGT 496/Fall 2008/Section 3
  • 6. 6 • No single rolled up pant leg, no exposed buttocks, no cutoffs. • No mini-shorts; no spandex shorts; no inappropriate belt buckles; no bandanas. • No sneakers, no sandals. • No sunglasses. • No chewing gum or chewing tobacco. • No exposed tattoo or other body markings. Since the team in which students are not dressed formally will be downgraded up to 10 points in its overall case presentation grade, and since any informally dressed team member will not be allowed to present, each team should make sure that all its team members are formally attired before the presentation begins. If you are not sure of how formal your attire is, contact me at least two days before your presentation. The remainder of the class and I will act as the Board of Directors of the company being analyzed, and will ask questions of the team after the presentation. I will often ask the class to answer a question if the team presenting a case cannot. Each team member will receive a team grade as well as an individual grade for the presentation. The individual grade will be based on the person's presentation skills and ability to answer questions. Reading in front of the class your portion of the presentation is not considered “presenting”. Practice your presentation ahead of time and use index cards to jog your memory. The remainder of the class will be graded based on the class participation criteria listed above. GRADING CRITERIA FOR WRITTEN CASE ANALYSES Analysis: 1. Does the paper contain analyses of the major issues? 2. Does the case analysis properly incorporate the relevant tools and financial analyses? 3. Does the case analysis show the relationships among important factors in the situation? 4. Are assumptions which are made in the analysis stated explicitly? Recommended Actions: 1. Are the criteria for selecting a recommendation stated? Are they appropriate? 2. Is the plan of action integrated in a logical way and linked to the analysis? 3. Does the action plan recognize the importance of timing (short and long term)? 4. Is the action plan specific and complete? 5. Is the action plan practical (something that can be done reasonably)? 6. Is the action plan effective (does it resolve the problems and achieve the desired result)? 7. Is the action plan efficient (does it make good use of available resources)? Exhibits: 1. Are analyses in the exhibits done correctly? Dr Beekun/MGT 496/Fall 2008/Section 3
  • 7. 7 2. Do the key analyses support and add to the text on salient points? Overall Criteria 1. Is the paper logically consistent and structured so that it effectively sells its recommendations? 2. Is there a high likelihood that the recommendations will achieve their desired results? 3. Are there typos, misspellings, and grammatical mistakes (5 points automatically for poor spelling and grammar)? THE GLO-BUS STRATEGY GAME As a member of team, you will participate in the GLO-BUS computerized business strategy game. This game will require your team to make all the appropriate decisions concerning the production and sale of athletic shoes. It is essential/vital/critical/important for your grade/performance on this assignment that you and your team members be familiar with the game by the time we begin play. NO MEMBER OF ANY GLO-BUS TEAM IS ALLOWED AT ANY POINT IN TIME TO CONSULT WITH ANYONE WHO HAS PLAYED PREVIOUSLY PLAYED OR IS CURRENT PLAYING THE GLO-BUS GAME ANYWHERE OR TO SEEK EXTERNAL HELP OR INFORMATION ABOUT THE GAME. Any such consultation or receipt of external information or advice (including via the internet or other means) will result in the whole team being ejected from the game, and all members of the delinquent team receiving a zero score on the game. It has been my experience that teams that understand the game before the start of play tend to do better than those that do not. This requires that you and your team members read the entire “Player’s Manual” before the start of the game. If you do not know how the game works, it will be difficult for you to plot an effective strategy, and you will lose. After you have been assigned to a group, please note which company you will be in, and use the registration codes below when you first login at http://www.glo-bus.com: Industry 14 Registration Codes Company Registration Code Company A 12667-RBN-A Company B 12667-RBN-B Company C 12667-RBN-C Company D 12667-RBN-D Company E 12667-RBN-E Credit Card Registration Handout Pre-Paid Registration Handout Please note that GLO-BUS has two built-in quizzes that will be automatically administered and graded by GLO-BUS. Quiz 1 will be available only on September 17 and Quiz 2 will be available only on October 29 on line. The grades for these two online GLO-BUS quizzes will be part of your overall GLO-BUS grade, and your grade in the game will be automatically calculated by GLO-BUS in your individual grade book within the game itself, and can be viewed at any time once you log in to the GLO-BUS website. Any team which ranks in the top 10 in Global GLO-BUS ratings for the last three sessions of the game will automatically earn an A in the game. If a team from this class is invited to participate in the Best Strategy Invitational for GLO-BUS at the end of the semester, and finishes in the top 3, then every member of that team will get to replace whatever grade he/she obtained either on the midterm or the final (not both) with an A worth 95 points. Dr Beekun/MGT 496/Fall 2008/Section 3
  • 8. 8 SHORT QUIZZES 3 pre-announced short quizzes on any material for which you are responsible (book chapters, readings, cases that are being presented either by you or by other teams) may be given at any time during the quarter. Each quiz counts towards 3.333% of your final grade, and there will be no make-up for a missed pop quiz no matter what the excuse is. The quizzes will consist of multiple choice or true/false questions, and will test whether you have read and understood the class material relating to that quiz. The quizzes are closed book and closed notes, will be administered in class immediately after the mid-period break, and should not take more than 10 minutes. After your quiz is graded, your score will be available to you in the WebCT gradebook. On pages 10-11 of the syllabus, I have indicated what you will be tested on for each quiz. Any cheating may lead to dismissal from the course. These quizzes are not the same as the 2 GLO-BUS quizzes administered online. MIDTERM AND FINAL EXAMINATION The midterm, which will be given on March 17, 2008, will consist of essay-oriented questions relating to all material covered in class, including all case analyses, transparencies, books and handouts through the class session prior to the midterm. A Study Guide will be provided to you about 2 days before the midterm. Since I often pick questions from the topics listed in the study guide, I suggest that you prepare for the final with your team members or other friends from class. Try to integrate across the readings for this class, including the cases and my lecture notes. Ask yourself what the central points were, and how they relate to the course objectives of this class. You will be allowed to bring to the exam one 8.5 by 11 inch size sheet of paper (front and back) with as many pointers as you can cram into it. The final, which will be given on May 9, 2008, will consist of a written strategic audit and essay-oriented questions relating to all material covered in class, including all case analyses, transparencies, books and handouts. The case for the strategic audit on the final will be announced to you about 2 days before the final. You cannot consult anybody (including your group members) or the internet in preparing the final case. A fresh copy of the case will be given to you during the final—provided you show a copy of the purchase receipt from the ASUN bookstore because of copyright reasons. The receipt must bear your complete name. Those without a receipt will not receive a fresh copy of the case during the final, and cannot use their own copy of the case. To help you prepare for the final, I will provide you with a study guide about 1 week before the final. You will be allowed to bring to the exam one 8.5 by 11 inch size sheet of paper (front and back) with as many pointers as you can cram into it. If you fail the final exam (i.e., score less than 60), you cannot pass the class. You will be allowed to take a make-up final for a MAXIMUM of 60 on the final exam. If you fail the make-up final, you will not receiving a passing grade. There will no special extra credit assignment given after the make-up final to anyone who has failed the make-up final. Please note that some of you in the past decided to skip a quiz or two, and then found that you needed a couple of extra points to advance to a higher grade: please do not miss any quizzes, exams, papers or assignments. GRADING % 91 88 85 81 78 75 71 68 65 61 60 Needed Grade A A- B+ B B- C+ C C- D+ D D- Dr Beekun/MGT 496/Fall 2008/Section 3
  • 9. 9 MGT 496 Grading Scheme Class participation (including .25 of 1% for returned name card and .25 of 1% for your 7% Individual grade during your case presentation) Peer evaluation 3% Case analysis and presentation 20% GLO-BUS Strategy Game 15% 3 in-class quizzes (3.333% per quiz) 10% Midterm exam 20% Final exam 25% ADMINISTRATIVE DETAILS • Lateness in assignments will result in no grade for that assignment. • Always keep a copy of whatever you give me as a backup whether it is a diskette, CD, flash drive or paper. This includes your decisions on the GLO-BUS GAME. • Plagiarism or cheating of any kind (including any kind of external consultation or external information gathering in the GLO-BUS game or any kind of collusion among groups) will result in an automatic "F" for the whole assignment, project, case or exam. See note on “Dishonesty doesn’t pay” below from the UNR website. A letter to that effect will also be placed in your university student file. • Any member of a group who does not wear formal business attire on the day of his/her group presentation will be downgraded, and may not be allowed to present. • Attendance is very important in a case course. If possible, notify me in advance if you must miss a class legitimately. A letter from your immediate supervisor on company letterhead is required. Missing three or more classes will automatically drop the class your final grade by a full letter grade. Missing six or more classes will lead to an F or to my requesting you to drop the class. • Being late for class more than 10 minutes will count as a full absence from class after the first tardiness incident. Being continually late (more than 3 times) will incur a drop of your class participation grade from your final grade. • You are expected to be prepared for every session. Since I frequently call on students who have not participated recently, you should let me know before the start of class if you are not prepared so that I can avoid embarrassing you by mistake. However, continued lack of preparation will affect your class participation grade negatively. • As discussed on page 8 in this syllabus, you must pass the final exam receiving at least 60% of the points allocated to that exam to receive a passing grade for the course. DISHONESTY DOESN'T PAY – Quoted verbatim from the UNR website at http://www.unr.edu/stsv/acdispol.html -- “Academic dishonesty is against university as well as the system community standards. Academic dishonesty is defined as: cheating, plagiarism or otherwise obtaining grades under false pretenses. Plagiarism is defined as submitting the language, ideas, thoughts or work of Dr Beekun/MGT 496/Fall 2008/Section 3
  • 10. 10 another as one's own; or assisting in the act of plagiarism by allowing one's work to be used in this fashion. Cheating is defined as (l) obtaining or providing unauthorized information during an examination through verbal, visual or unauthorized use of books, notes, text and other materials; (2) obtaining or providing information concerning all or part of an examination prior to that examination; (3) taking an examination for another student, or arranging for another person to take an exam in one's place; (4) altering or changing test answers after submittal for grading, grades after grades have been awarded, or other academic records once these are official. Disciplinary procedures for incidents of academic dishonesty may involve both academic action and administrative action for behavior against the campus regulations for student conduct. Academic action may include amongst other measures: (1) canceling the student's enrollment in the class without a grade; (2) filing a final grade of "F"; (3) awarding a failing mark on the test or paper in question.” Managerial Sciences 496 Professor Rafik Beekun Weekly Class Schedule Section 3—Fall 2008—08/2008 Week Topic Customized Customized textbook textbook Aug 25 Introduction (Syllabus + WebCT) (All quizzes and case presentations Aug 27 Video: Communicating effectively In class will start at 2:30 What is strategy and why is it important? Chapter 1 pm on Wednesdays Sep 1 LABOR DAY HOLIDAY No class Sep 3 What is Strategy and why is it important? Chapters 1 & 2 Sep 8 The Managerial Process of Crafting and Executing Chapter 1 Strategy Chapter 2 Sep 10 GLO-BUS in-class orientation—AB 312 GLO-BUS Player Manual Sep 15 The Managerial Process of Crafting and Executing Chapter 2 Strategy Sep 17 GLO-BUS Practice Session 1 Due + Online Quiz 1 Analyzing a Company’s External Environment Chapter 3 Sep 22 Analyzing a Company’s External Environment Chapter 3 Sep 24 In-Class Quiz #1: Chapters 1,2, and 3, and Coach Inc Analyzing a Company’s External Environment Chapter 3 Team 1: Coach GLO-BUS Year 6 Decision Due Inc Sep 29 Analyzing a Company’s External Environment Chapter 3 The Five Generic Competitive Strategies Chapter 5 Oct 1 The Five Generic Competitive Strategies Chapter 5 GLO-BUS Year 7 Decision Due Dr Beekun/MGT 496/Fall 2008/Section 3
  • 11. 11 Oct 6 The Five Generic Competitive Strategies Chapter 5 Oct 8 The Five Generic Competitive Strategies Chapter 5 Team 2: Panera GLO-BUS Year 8 Decision Due Bread Oct 13 Competing in Foreign Markets Lecture notes Oct 15 Competing in Foreign Markets Lecture notes In-Class Quiz #2, Chs 3 & 5 + Panera Bread GLO-BUS Year 9 Decision Due Oct 20 MIDTERM Oct 22 Diversification Chapter 9 Team 3: Zune GLO-BUS Year 10 Decision Due Oct 27 Diversification Chapter 9 Oct 29 GLO-BUS online Quiz 2 & mid-term Peer evaluation No class Quiz only available GLO-BUS Year 11 Decision Due + Online Quiz 2 meeting on that day online Nov 3 Evaluating the Strategies of diversified companies Chapter 9 and Lecture Notes Nov 5 GLO-BUS Year 12 Decision Due Evaluating the Strategies of diversified companies Nov 10 Strategy Implementation: Building a Capable Chapter 10 (on Team 4: Skywest Organization p. 172) and Lecture Notes Nov 12 In-Class Quiz #3, Chs. 9 & 10, lecture transparencies (Oct 30-Nov 6) and Skywest and Zune GLO-BUS Year 13 Decision Due Nov 17 Strategy Implementation: Building a Capable Chapter 10 (on Organization p. 172) and Lecture Notes Nov 19 GLO-BUS Year 14 Decision Due Strategy Implementation: Building a Capable Organization Nov 24 Strategy Implementation: Organization culture and Chapter 13 leadership Video- The Leadership Challenge Nov 26 GLO-BUS Year 15 Decision Due Strategy Implementation: Organization culture and Chapter 13 & leadership 11 Dec 1 Strategy Implementation: Leadership Chapter 13 &11 Dec 3 Strategy, ethics and social responsibility Chapter 10 (p. GLO-BUS Final Online Peer Evaluation Due 280) Dec 8 Strategy, ethics and social responsibility Chapter 10 Dec 15 In-Class Final Noon-2 p.m. Dr Beekun/MGT 496/Fall 2008/Section 3
  • 12. 12 FULL Name of presenter (please print): Case Title: Needs work O.K. Excellent Delivery of strategic audit: Gesturing and posture: Appropriate posture, movement, gestures, etc. No visible nervousness, 1 2 3 4 5 rocking or grabbing the podium Presentation and diction: audible and understandable; no reading of notes or index cards; no 1 2 3 4 5 constant turning back to read off the overhead screen; grammar; acronyms; appropriate choice and use of words; no stammering; no indecent or disrespectful language; clear articulation of words; does not sound memorized. Hesitation and repetition: Um’s, aw’s, like, O.K., you know, etc.; no repetition of the same 1 2 3 4 5 points. Poise: Establishes and maintains eye contact with audience; exhibits confidence in front of 1 2 3 4 5 audience; no slouching at anytime. Content of strategic audit: Conciseness: presenter was concise and not redundant. 2 4 6 8 10 Analysis: presenter segment was accurate and relevant to the case; demonstrates depth of analysis 2 4 6 8 10 and understanding of case facts. Organization: clear and logical presentation of supporting facts and analyses; smooth transition 2 4 6 8 10 Conclusions: appropriate and creative solutions to key issues or problems; 2 4 6 8 10 Visual Aids: Quality of transparencies, video clips, handouts or other visual aids used by this presenter: 2 4 6 8 10 Uncluttered, easy to read (24 size font), well organized and attractive. No misspellings or grammatical mistakes. Relevance of visual aids: Visual aids support case analysis, and add to content. 1 2 3 4 5 Professional Appearance of presenter: Business attire: i.e. tie, dress slacks or suit, grooming, dress shoes, see syllabus. 1 2 3 4 5 HOW DID THIS PERSON ANSWER QUESTIONS AFTER THE PRESENTATION? 4 8 12 16 20 Overall presentation total: Additional comments (please check back just in case I ran out of space): Dr Beekun/MGT 496/Fall 2008/Section 3
  • 13. 13 PEER EVALUATION RUBRIC Please, evaluate each of your team members based on a 5-point scale on the following items. You will need to photocopy this sheet for each of the persons you evaluate. Do not evaluate yourself. Evaluator: ___________________________(please print your full name). Group number: ___ Evaluatee: ___________________________(please print his/her full name) For each item, select the score you believe best reflects that person's efforts and contributions. If the person: " Always demonstrates the quality, you would give a score of 5. " Frequently demonstrates the quality, you would give a score of 4. " Sometimes demonstrates the quality, you would give a score of 3. " Seldom demonstrates the quality, you would give a score of 2. " Never demonstrates the quality, you would give a score of 1. 1. Takes active role on initiating ideas or actions. 1 2 3 4 5 2. Is willing to take on task responsibilities. 1 2 3 4 5 3. Is willing to frequently share ideas and resources. 1 2 3 4 5 4. Accepts responsibilities for tasks determined by the group. 1 2 3 4 5 5. Helps promote team esprit de corps. 1 2 3 4 5 6. Respects differences of opinions and backgrounds, and is willing to 1 2 3 4 5 negotiate and make compromises. 7. Provides leadership and support whenever necessary. 1 2 3 4 5 8. Acknowledges other members' good work and provides positive feedback. 1 2 3 4 5 9. Is willing to work with others for the purpose of group success. 1 2 3 4 5 10. Communicates in friendly tone. 1 2 3 4 5 11. Keeps in close contact with the rest of the team so that everyone knows 1 2 3 4 5 how things are going. 12. Produces high quality work (which does not need to be redone, edited and 1 2 3 4 5 spellchecked). 13. Meets team's deadlines. 1 2 3 4 5 14. Sensitive to the needs and feelings of other members of the team. 1 2 3 4 5 15. Understand problems and responds with helpful comments. 1 2 3 4 5 16. Openly shares needs and feelings with team members. 1 2 3 4 5 Please calculate total grade for evaluatee: TOTAL = Comments (Please use the back), and turn in your peer evaluation form in a sealed envelope on the last day of class. Make sure that the envelope bears your signature and full name printed on the outside. Thank you. Dr Beekun/MGT 496/Fall 2008/Section 3
  • 14. 14 STUDENT TEAM PARTICIPATION ROSTER Please photocopy this sheet for additional meetings. Each team must turn in only one up-to-date roster for the whole team on the day of the final. Name Meeting date and Time Assignment Initials of all team members present at meeting (Do not sign in absent members) Dr Beekun/MGT 496/Fall 2008/Section 3
  • 15. 15 STUDENT INFORMATION SHEET COURSE NUMBER:______________ SEMESTER:_________ YEAR:______ YOUR NAME:______________________/________________ Last First HOME PHONE:(___)_____-__________ WORK PHONE:(___)_____-__________ CELL PHONE:(___)_____-__________ HOME ADDRESS:________________________________________________________________ Street Apt No ________________________________________________________________ City State Zip Code E-mail ADDRESS (1):________________________________________________________________ E-mail ADDRESS (2):________________________________________________________________ UNDERGRADUATE MAJOR:____________________ GRADUATION DATE:___________________ WHAT COURSES HAVE YOU PREVIOUSLY TAKEN RELEVANT TO THIS COURSE? (Organizatio- nal communication, Management, Industrial Psychology) AT UNR: ___________________________________________________________________ ___________________________________________________________________ ELSEWHERE:___________________________________________________________________ ___________________________________________________________________ PLEASE LIST AND DESCRIBE JOBS YOU HAVE HELD OVER THE PAST 3 YEARS: _____________________________________________________________________________ _____________________________________________________________________________ WOULD YOU LIKE YOUR NAME TO BE RELEASED TO POTENTIAL EMPLOYERS? (YES/NO)______ Please choose a secret number: (last 5 digits of your cell phone number) _________________. You will use this number on your midterm and final exams to facilitate blind grading. Please write down this number. Dr Beekun/MGT 496/Fall 2008/Section 3