MGT 490C – Strategic Management – Fall 2006
                                      Updated 9/8/2006 16:05 a9/p9
1. Demonstrated your ability to integrate the concepts of management, marketing, finance, accounting,
   economics and inf...
Estimated Course Points
                                                             Points       % Total
Course Exams. Exam 1 will focus on your understanding of concepts covered as well as your ability to
apply the concepts. N...
Standards for written work. All submitted work should be professionally prepared using appropriate
computer-based tools (e...
Electronic submission requirements
         To submit assignments electronically, include the items below
          in th...
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  1. 1. MGT 490C – Strategic Management – Fall 2006 Updated 9/8/2006 16:05 a9/p9 MGT 490C-1 (#2158) MWF 8:00-8:50 a.m. MGT 490C-2 (#2161) MWF 10:20-11:10 a.m. MGT 490C-3 (#2163) MWF 12:40-1:30 p.m. Instructor: Neil Jacobs Office: BA 417 Office Hours: MWF 9:15–10:00 a.m.; MW 2:00-2:30 p.m., or by appointment Telephone: 523-7382 Email: Instructor web site: Course web site: Vista log in page MGT 490C STRATEGIC MANAGEMENT. Role of the general manager in dealing with strategic business challenges and providing leadership to the organization; integration of functional areas, policy formulation and implementation, multinational and ethical issues. Prerequisites: Upper-Division BUS Core (BA 301, FIN 311) and (CIS 360 or ACC 300) and (MGT 300 or MGT 300I) and (MKT 333 or MKT 333I) and (BA 350W or BA 350IW or ENG 302W) and Senior Status and BMS Milestone Course Overview. This is an integrative course that provides you an opportunity to apply knowledge and skills gained throughout your business administration program. Through study and application of strategic management concepts using case studies and a business simulation, we seek to better understand the organization as an integrated system. Typically, we take the perspective of the general manager, for example, the president, chief executive officer (CEO), or the general manager of a divisional unit within the firm. We emphasize the manager’s responsibility to provide overall direction to their organization. A general manager provides overall direction to his or her organization through the formulation and implementation of strategy. Essentially, strategy is the organization’s overall plan for pursuing future success. Strategy includes an organization's goals, mission, purpose, policies, objectives, plans and programs. Strategy may be specified explicitly or can be implied from the firm’s actions. Expectations. This is a bridge course between your academic pursuits and employment in an organization. You are expected to conduct yourself professionally, be in class, on time, prepared, and ready to contribute both individually and as a member of your team. Being professional includes fulfilling your obligations on time and precluding undesirable surprises for those who depend on you. APPROACH TO LEARNING: Three basic approaches to learning are planned: (1) study of concepts as presented in the text and class, (2) analysis of case studies and (2) competitive participation in a business simulation. Class sessions are interactive with student-to-student interaction, role-playing and presentations. The instructor serves primarily as a facilitator. The course is intense and demanding and entails considerable teamwork, much of which, but by no means all, can occur during class time if you manage your team well. COURSE LEARNING OUTCOMES: After taking this course, you should have: participation-10-to-20-points-for-each-day-participation-is795.doc 9/8/2006 04:05:00 PM 1
  2. 2. 1. Demonstrated your ability to integrate the concepts of management, marketing, finance, accounting, economics and information systems to analyze interdisciplinary case and simulated management situations. 2. Engaged in strategic planning, strategy formulation and implementation within a simulated global business environment. 3. Reviewed selected key business and economic concepts and tools, and applied these in complex business situations. 4. Applied analytical, decision-making, and communication skills. 5. Demonstrated your ability to function as an effective member of a management team. 6. Developed an understanding of the central significance of strategy to the success of the organization 7. Developed your abilities to view organizational situations from an overall perspective. 8. Enhanced your communication skills to convince colleagues and management of the value of your contributions. 9. Increased your confidence in complex situations involving ambiguity and uncertainty. REQUIRED TEXTBOOK AND MATERIALS: 1. Essentials of Strategic Management, Fourth edition, by Hunger & Wheelen (Prentice-Hall, ISBN 0-13-148523-7) 2007. 2. PFS: Daisytek’s Growth Strategy, a case available from Support Services. 3. PFS at the Tipping Point, a case that will be available from Support Services by late September. 4. License for the Business Policy Game Simulation. Each team must purchase a license to use the manual and the software for the simulation. The license must be obtained prior to entering decisions for Year 4, Quarter 1, which will be about October 27. The team license cost is $100 and must be ordered using a credit card in the Player's Area of the BPG website ( To access the Player’s Area, your user name is “player.” The password will be posted in Vista and on the course web site. Use lower case and do not include the quotation marks. RECOMMENDED TEXT: Player’s Manual for the Business Policy Game, an International Strategy Simulation, 5th Edition by Cotter and Fritzsche. The first reading assignment from this manual is scheduled for Session 15 (October 2). Individual printed copies of the manual will be available approximately September 5 from Support Services (Room 229) for the $12 cost of printing. Also, the manual can be viewed online on the Internet; however, it cannot be printed from those sources. GRADING: Points are awarded for specific items and your grade is based on the percentage of the total possible points you receive. The total possible points will depend on what assignments seem appropriate as we progress; however, the total will most likely be between 800 and 900 points. An initial estimate of course points is shown below. participation-10-to-20-points-for-each-day-participation-is795.doc 9/8/2006 04:05:00 PM 2
  3. 3. Estimated Course Points Points % Total Quizzes & pre simulation assignments 100 10 Participation (10 to 20 per graded session) 50 5 ETS Field Exam 90 9 Exam 1 150 14 PFS at the Tipping Point case 100 10 BPG quizzes & task assignments 100 10 BPG performance 150 14 BOD presentation 100 10 Exam 2 (see comments in Exams section) 100 10 Attendance 100 10 Can be Penalty for absence absence, lack of multiple preparedness, or late arrival grade levels Peer evaluation (a factor based on peer evaluations and instructor judgement that is plus or minus plus or minus applied to the group's earned grade to adjustment adjustment determine an individual's earned points for the group's work) Total 1040 100 Grades will be determined in one of two ways; whichever gives you the highest grade. First, course grades will be calculated based on the percentage of the total possible points received, that is, 90, 80, 70, etc. correspond to A, B, C, etc. Second, the distribution of grades will be analyzed in light of overall class performance to determine if alternative break points are appropriate instead of 90, 80, 70, etc. The second basis normally results in lowering the cutoff points for one or more grade levels. Quizzes and other graded task assignments, exercises, and quizzes (10 to 50 points each). Quizzes and task assignments (individual or team) provide you the opportunity to demonstrate your preparedness, grasp of concepts, and their application. Normally there will be no make-ups for these activities, unless arrangements are made in advance. Task assignments may be initiated during one class period that could be due at the start of the next class session. If you miss class, check the class site and contact your team for newly assigned work that may be due at the next class session. ETS Field Exam in Business. 1All College of Business students enrolled in MGT 490C will be required to complete the Business Major Field Test (BMFT) as part of the graded work for this capstone course. The BMFT, administered by Educational Testing Service, measures a student’s level of knowledge of the basic business concepts and principles that students should comprehend at the conclusion of an academic program in business. The BMFT measures business knowledge and skills in eight areas: accounting, economics, finance, international issues, legal and social environment, management, marketing, and quantitative business analysis. Student performance on the BMFT provides the College of Business with an understanding of how well our students are retaining business knowledge presented throughout the business program curriculum. The BMFT is a computer-based standardized test with 120 multiple-choice questions that takes two hours to complete. Your results will be expressed as a percentile relative to the sample of business students taking the test in the United States. Because the BMFT can take up to two hours to complete, you will need to take the exam outside of regular class hours. There will be a variety of times available when you may take the BMFT. For more information about the BMFT, consult the Educational Testing Service website at or see a summary of the test at: participation-10-to-20-points-for-each-day-participation-is795.doc 9/8/2006 04:05:00 PM 3
  4. 4. Course Exams. Exam 1 will focus on your understanding of concepts covered as well as your ability to apply the concepts. Normally, there are no make-up exams, except for extraordinary circumstances that are addressed in advance with the instructor. A final exam is scheduled; however, the presentation to the board of directors which is a part of the simulation, may serve as the final exam. Case related assignments, write-ups, and presentations (20 to 100 points each). Individual and team case write-ups may be included, along with informal and formal team presentations. Each individual's in- class contribution to a team presentation may be considered in determining individual grades for team presentations. Just being in the team is not enough to insure credit. Grading of teams and teamwork. Peer evaluations are a significant consideration in determining individual grades for team tasks. As a result, individual grades for team assignments may differ greatly from the team’s grade depending on peer inputs. Peer evaluations are confidential; they become the property of the instructor and will not be divulged to team members. Additionally, the following factors may affect individual grades for team work. • Non-participating team members, i.e., those whose names are not listed by a team on the submitted copy of an assignment, receive no credit. • Teams may terminate their association with members whose contribution is unsatisfactory; however, they must do so professionally and obtain the instructor’s prior approval. • Students terminated from a team will be dealt with on an individual basis, with at least a one-letter grade penalty. Course web site. Most course materials will be provided on the course web site. This includes assignments, forms, instructions, session schedules, handouts. Check the course web site and your NAU email account at least daily, and more often when teamwork outside of class is in progress, for course updates and communications from fellow students as well as the instructor. Messages will be sent to your NAU Dana account Vista. Use of Vista ( is required for certain aspects of the course, e.g., access to readings, quizzes, submission of some (but not all) assignments, etc. Specifics will be covered in class. Electronic submission requirements. Please follow the instructions on the attached page when submitting assignments electronically. Standard for on-time submissions. Assignments must be submitted on time. If a late assignment is accepted, the grade will normally be reduced substantially, generally at least two grade levels. Attendance. (100 points) Due to the interactive nature of the course and the high level of in-class team work, on-time attendance, thorough preparation, and active participation in class are expected. If you must miss any class session, you are expected to deal with your absence professionally, that is, (1) notify the instructor--in advance if at all possible, (2) ensure your team is not adversely affected, and (3) see that any assignments are submitted on time. If you have any questions discuss your absence with the instructor. Multiple instances of absence, lack of preparedness, or late arrival, especially those that are not handled in a professional manner, will lower your course grade. The first 3 instances can reduce the attendance score by 5 points; each additional instance can incur a 10 point penalty. A negative score on attendance is possible. Participation (10 to 20 points for each day participation is evaluated). To encourage development of skills important for career success, be prepared and get involved in class discussions. You are encouraged to keep journal notes of your contributions during each class. participation-10-to-20-points-for-each-day-participation-is795.doc 9/8/2006 04:05:00 PM 4
  5. 5. Standards for written work. All submitted work should be professionally prepared using appropriate computer-based tools (e.g., Word, Excel, and PowerPoint). Work should be well organized, neatly packaged, and superbly edited. Poor organization or form that impedes comprehension by the reader will reduce the overall score. Session Schedule. The session schedule includes topics, and assignment information by date. Schedules are available on the course site. Tentative key dates are shown below. Check the course web site for current information. • September 29 Exam 1 • October 16 PFS at the Tipping Point case due • October 20 Mid semester peer evaluations due • TBD ETS Field Exam (This is a CBA requirement) • November 20, 22, 27 Formal team presentations to the board of directors • December 6 End of semester peer evaluations due • December 8 Course/instructor evaluation • December 11 Final exam Syllabus and Session Schedule Changes. This Syllabus and the Session Schedule may be changed during the semester. Use the course site as your primary reference for current information. Course web site: University Policies. Please see Academic Integrity. Academic integrity is highly valued; instances of academic dishonesty can result in a failing grade for the course. CBA Code of Conduct. Kindly use the CBA Code of Conduct to guide your behavior in this course. participation-10-to-20-points-for-each-day-participation-is795.doc 9/8/2006 04:05:00 PM 5
  6. 6. Electronic submission requirements  To submit assignments electronically, include the items below in the filename of your document, the footer of your document, and the subject line of your email).  Class time, i.e., 8, 10 or 12  Your name for individual assignments or the team name for team assignments  Keyword (or assignment title if no keyword is assigned)  Note, the keyword must not include spaces and must stand alone, i.e., the keyword must not be connected to another character.  Assignments submitted electronically are due at least 60 minutes before class starts and electronic submission requirements must be met. Strategic Management Electronic Submission Requirements 1 Electronic submission example  If Joe Montana was in the 8 o’clock class and was submitting the TeamName assignment electronically, he would:  Use the string, “8 Joe Montana, TeamName”, as his file name--NO spaces in the keyword  Place the same string in the footer of his document  Place the same string in subject line of his email submitting the assignment. Strategic Management Electronic Submission Requirements 2 participation-10-to-20-points-for-each-day-participation-is795.doc 9/8/2006 04:05:00 PM 6