Participation (10 to 20 points for each day participation is ...
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
Instructor web site: http://www.cba.nau.edu/facstaff/jacobs-n/
Course web site: http://www.cba.nau.edu/courses/BA490Fall06/
Vista log in page https://vista.nau.edu/
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:
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1. Demonstrated your ability to integrate the concepts of management, marketing, finance, accounting,
economics and information systems to analyze interdisciplinary case and simulated management
2. Engaged in strategic planning, strategy formulation and implementation within a simulated global
3. Reviewed selected key business and economic concepts and tools, and applied these in complex
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
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
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 (http://www.eskimo.com/~bpg/).
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.
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.
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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
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
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 www.ets.org or see a summary of the test at:
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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
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 (https://vista.nau.edu) 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
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.
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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
• 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: http://www.cba.nau.edu/courses/BA490Fall06/
University Policies. Please see http://jan.ucc.nau.edu/academicadmin/policy1.html
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.
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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
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
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
Place the same string in subject line of his email
submitting the assignment.
Strategic Management Electronic Submission Requirements 2
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