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  1. 1. MC CRAY MANAGEMENT 4893 SPRING 2007 Welcome to Strategic Management. This is an interesting course where we pull together the other courses in your business program and offer you the opportunity to develop the skills you will need as a business professional. This course will help you develop the knowledge to make decisions in a global competitive environment. CONTACT INFORMATION: My office is BV 4.348 on the fourth floor of the Buena Vista Building, Downtown. My telephone is 458-2507, e-mail john.mccray@utsa.edu. I am teaching two sections of this course this semester, Monday and Wednesday at 11:00 - 12:15 and 2:00 – 3:15 at the Downtown Campus. I will also teach Management 3013 from 3:30 to 4:45 at the Downtown Campus. My office hours during this semester Downtown are Monday and Wednesday 10:30-11:00 am, 12:15 –12:30 am, 1:45 – 2:00pm and 4:45 – 5:15pm or by appointment. TEXTS, READING AND SUPPORT MATERIAL Hitt, Ireland, and Hoskisson Strategic Management Epictetus Enchiridion http://classics.mit.edu/Epictetus/epicench.html Information on my web site http://faculty.business.utsa.edu/jmccray/ Reserve material in the library Ask for the material for this class Conference calls http://biz.yahoo.com/cc/ PREREQUISITES: Semester of graduation and/or consent of instructor. SYLLABUS AND COURSE OUTLINE BACHELOR OF BUSINESS ADMINISTRATION DEGREE PROGRAM GOALS: Students will be able to 1. Use quantitative analysis and quantitative and non-quantitative reasoning to effectively identify and solve business problems. 2. Communicate, orally and in writing, information and ideas pertinent to business decision- making. 3. Use current information technology to support business decision-making. 4. Identify ethical and legal issues in a business context and find alternatives that demonstrate ethical values. 5. Incorporate a global perspective in business decisions. COURSE IMPLEMENTATION OF DEGREE PROGRAM GOALS: 1. Quantitative and non-quantitative analysis, decision making and solution of business problems is developed with lectures and student group case work. 2. Students skills in communication are enhanced by oral and written presentation of business cases. 3. Students use current technology to research, prepare, and present cases. 4. Students identify ethical and legal issues in the analysis of businesses cases. 5. Students learn to incorporate a global perspective in text readings, lecture, and case analysis and presentation. COURSE LEARNING OBJECTIVES:
  2. 2. Students will be able to formulate and implement policies and strategies as part of a realistic business case study. Students will be able to integrate their overall business and individual discipline-related knowledge with the social, political, ethical, technological and international dimensions of managerial decision-making. METHODS OF ACCOMPLISHING OBJECTIVES: First we will develop the concept of Sustainable Competitive Advantage (SCA) for individuals and businesses in an international context. Then we will create student workgroups and conduct lectures and discussions of the principal concepts in the text and readings. Individual examinations and class participation as well as student workgroup written and oral presentations will be used to insure that course concepts are understood. STUDENT RESPONSIBILITIES 1. Above all you are expected to be ethically and intellectually honest. The code of honor in this class is “I will not lie, cheat or steal or tolerate those who do.” You are expected to do your own work on all examinations and assignments. 2. You are responsible for attending and participating in class, reading assignments before class, taking notes and preparing group and individual assignments. This includes being responsible for assignments if you are absent for any reason. If you miss class you should confer with your group members just as you would in business if you missed a meeting. 3. You are responsible for developing your managerial skills by working effectively in small groups. You will evaluate the members of your student group and they will evaluate you. STUDENT GROUP WORK – Group Work Plan, Written and Oral Industry Analysis, and Written and Oral Business Case Group work is an important part of business life and this course. You will choose the members of your group and your group will choose a firm to study that is listed on a major U.S. stock exchange. Most successful students form groups with a variety of skills and different business majors among themselves. A one page Group Work Plan form, that will be turned in by the firth class day, is on my web site to assist you in organizing your group. The firm chosen by the group will determine the industry you will study. Your group will complete a Group Work Plan, an Industry Analysis, and a Strategic Business Case. The Group Work Plan will establish the rules and work assignments for each member of your student work group. The Industry Analysis will develop an understanding of the relevant competitive business environment of your firm using the Porter Industry Analysis framework. The Strategic Business Case will develop and present a strategy to solve a relevant business problem in your firm. The written Industry Analysis and Strategic Business Case will each be no more than 7 pages. The oral presentation of the Industry Analysis and Business Case will be no more than 20 minutes and all group members must participate. An outline, showing the required format, as well as additional information to assist student groups in the preparation of the Industry Analysis and Strategic Business Case is posted on my College of Business web page. INDIVIDUAL WORK – Participation, Examinations Individual Class Participation Each student is expected to participate actively in class and in a student work group. Attendance, questions asked during the course, quality of workgroup participation, quality of conference call summary, 2
  3. 3. peer evaluation, and quality of course summary sheet will determine the student’s participation grade. The classroom should be considered a laboratory in which you can test your ability to convince your peers of the correctness of your approach to complex managerial decisions. Three items are turned in by each student. One Page Conference Call Summary – Turned in during the 4th class period. Student Peer Evaluation – Turned in at the beginning of the student’s final group Strategic Business Case Presentation. Students will complete and turn in an evaluation of their work within the work group during the semester and an evaluation of the members of their group on the peer evaluation form provided. One side of the form shows the evaluation of group members. The other side shows a written description of the work commitment the student made to the group project and the work the student actually completed on the group project. This form is also on my web site. Course Summary Sheet – Turned in one class after the final Business Strategic Case presentation. Typed on one sheet of paper, students will present an evaluation of the other group’s strategic business cases presented during the course, a brief summary of the important questions that the student asked during the semester, and any comments that the student believes would improve the quality of the course. This sheet should show two or three evaluation sentences for each strategic business case presentation, a numerical percentage grade, and a ranking, where 1 is best, for each case. This should be followed by a brief summary statement of each important question the student has asked during the semester and any recommendations to improve the course. This is due one class period after the last strategic business case is presented. The layout of the Course Summary Sheet is available on my COB web site. Examinations – Taken as scheduled. Each student is expected to complete at least two of three required examinations during the course and, if necessary or desired, the optional final. Information to assist you in preparing for the course examinations is on my College of Business web page. Some of the things that I will look for during class, in your peer evaluations, conference call summary, student evaluation of strategic business cases, summary questions and course comments are: 1. Is there a team spirit and willingness to participate and let others participate? Is the student attentive and focused on class content? Does the student speak up and compete to present his/her ideas? 2. Do comments add to our understanding and show evidence of analysis of the class material or are the remarks general remarks that could be made in any class? 3. Does the student distinguish among different kinds of data and test new ideas? Note: Students are encouraged to try their ideas. A well reasoned argument that challenges conventional wisdom, the point of view of the text, or the point of view of the instructor will normally receive the highest grade for participation. PERFORMANCE EVALUATION Course Points 325 1. Examination I. Note: I use the two highest of the three exams. 3
  4. 4. 325 2. Examination II. If you miss an exam I use the remaining two. 325 3. Examination III. 300 3. Final Examination. (Optional for students with “C” or better course average) 100 4. Verbal and written Industry Analysis.(Portion of the Group Grade) 125 6. Verbal and written Case Presentation. (Portion of the Group Grade) 125 8. Class Participation, Attendance, In-Class Discussion and Questions, Conference Call Summary, Peer Evaluations, and Course summary Sheet. 1000 course points without the optional final exam. A=>900, B=>800, C=>700 1300 course points with the optional final exam. A=>1,170, B=>1,040, C=>910 Determination of Grades Examinations-The grade shown on the examination times the number of course points for that exam. For example, a grade of 78 on the first exam would equal .78x325=253.5 course points. When I assign final course grades I will use the following criteria: Grade Descriptions A = Excellence, Excellent attendance, examinations – missing no more than 1 class. Typed and complete peer evaluations, conference call summary, and course summary sheet. A student group leader with excellent ratings by student peers. Class attendance and participation critical. B = Superior performance, Very good attendance – missing no more than 2 classes. Typed and complete peer evaluations, and course summary sheet. A better than average group contributor with a very good rating by student peers. Class attendance and participation critical. C = Average Performance, Solid effort in most areas of the course. Class attendance is very important. D = Barely acceptable performance, Marginal effort and marginal performance. F = Unacceptable performance, Little or no effort and little or no results. NOTE: Students are cautioned not to use the work of others. All examinations and other work must be personally completed by the student who submits the examination or work. All individual student work, industry notes, peer evaluations, casework, and industry analysis must be the original work of the student or group of students submitting the work. Students are required to keep one copy of all papers that are submitted to the instructor during the course. Any student or student group which uses the work of others as their own will receive an “F” for the course. If you have questions concerning the requirements of academic honesty please bring them to the attention of the instructor. ATTENDANCE, MAKE-UP EXAMINATIONS, AND GRADING LATE ASSIGNMENTS Attendance is very important. Each absence after the first will reduce the student’s participation grade by 8 course points. No make-up examinations are given in this course. Students missing one of the three examinations should be sure to take the remaining two examinations. Assignments turned in late will be reduced one letter grade for each day the assignment is late. WRITTEN ASSIGNMENTS Since you are about to graduate from UTSA, your written work should be excellent. I strongly recommend that you review The Elements of Style by Strunk and White, The Chicago Manual of Style, or other appropriate writing aids before you start writing. Most good writers prepare three or four rewrites and two or three edits before they produce a professional paper. You should write, rewrite, and edit as necessary to hand in a finished, polished, and professional document. Poorly written papers and papers that are not 4
  5. 5. in the required format will not receive a higher grade than “D.” FLOW OF THE COURSE The following diagram shows the major activities of this course. Syllabus, Conference Calls Group Group Group Organization Business Industry Business Case Text and Readings Analysis Presentations Strategy Presentations WEEK 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Exam I Exam II Exam III Final Exam A NOTE FROM THE PROFESSOR: You will soon graduate. The hopes of your family, UTSA, Texas, and the United States will soon rest upon your shoulders. I have organized this course to assist in preparing you for a life of responsible business citizenship. I consider it to be an honor to be your teacher and I look forward to reading about your success in the future. JPM TENTATIVE CLASS ASSIGNMENT SCHEDULE 1. Jan. 17 Syllabus handout, course organization, the development of strategies for Sustainable Competitive Advantage (SCA) in a global environment, industry and firm metrics, conference calls, 10Ks and 10Qs, and class introductions. Note: As soon as possible, students should listen to and summarize the critical information from a conference call (www://biz.yahoo.com/cc/) of a firm the student might like to study. Group listening to more than one call is encouraged but each student is required to turn in their own summary. The one page summary sheet will be distributed in class and is due the 4th class period. 2. Jan 22 Industry and business case discussion, review of Industry Analysis and Business Strategic Case outlines, Introduction of SCA at the individual student level. Industry primers, conference calls, 10-Ks and 10-Qs. Students begin to form study groups and prepare Group Work Plans. Student summary of two conference calls due. Note: For the next class students should thoroughly read the Enchiridion by Epictetus, Hitt chapters 1-3 and “Porter’s Structural Analysis of Industry.” If the reading assignment is not in one of the assigned texts, the student should check the reserve readings for this class at the reserve desk in the library and the instructor’s COB internet site. 3. Jan. 24 Overview of ethics in business. The Enchiridion by Epictetus; SCA and ethics. http://classics.mit.edu/Epictetus/epicench.html 4. Jan. 29 Students prepare Group Work Plan. Typewritten Group Work Plan due no later than next class.Note: Outline of Group Work Olan is available on my COB web site. Student Conference Call Summary due. 5. Jan. 31 Hitt Ch 1, Analysis models and stakeholders, Ch 2, External environment and Porter Industry Framework, Porter’s Structural Analysis of Industries, SCA and ethics. Typewritten Student Work Plans Due. 6. Feb. 5 Hitt Chapter 2, External environment and Porter Industry Framework Variables and metrics and Ch. 3 Firm Internal analysis, development of SCA and Value Adding Chain. 7. Feb. 7 Ch. 3 Firm Internal analysis, development of SCA and Value Adding Chain., Ch 4 Cost 5
  6. 6. Leadership and Differentiation Strategies, Ch 5 Slow, Fast, and Standard Cycles, Ch 8 Introduction to International Business. 8. Feb. 12 Examination I. The exam will cover this Syllabus, the Enchiridion, Conference Calls, Chapters 1, 2, 3, 4, and 8 in the text, Porter’s Structural Analysis of Industries, class lectures and discussions, your Group Work Plan, your industry and your firm. 9. Feb. 14 Examination I Review. Note: Examination reviews are one of the most important learning experiences in the course. Students can earn extra points by actively participating in the exam review. 10. Feb. 19 Development of International Opportunities. Hitt Chapter 6, Corporate Level Strategy, the McCray, Brouthers and Wilkerson “Maquiladoras: Entrepreneurial Experimentation to Global Competitiveness” Article. Hitt Chap 8. 11. Feb. 21 Development of International Opportunities. Hitt Chapter 6, Corporate Level Strategy, 8 International Business, and 10 Corporate Governance and the McCray, Brouthers and Wilkerson “Maquiladoras: Entrepreneurial Experimentation to Global Competitiveness” 12. Feb. 26 Teams 1, 2 Industry Analysis. Note: Students turn in the group written industry analysis, no more than 7 pages long, before their presentation. 13. Feb. 28 Teams 3, 4 Industry Analyses. 14. Mar. 5 Teams 5, 6 Industry Analysis. 15. Mar. 7 Teams 7, 8 Industry Analysis. SPRING BREAK MARCH 12 - 16 MARCH 16. Mar. 19 Hitt Ch 5, Vertical Integration, Horizontal Diversification, Ch 6 Slow, Fast, and Standard Cycles, Ch 7 Mergers and Acquisitions and Ch 8 International Business. Ch 10 Cooperate Governance and ethics. Ch. 11 Budgets, Organizational Structure, and Cooperate Control. 17. Mar. 21 Hitt Ch 5, Vertical Integration, Horizontal Diversification, Ch 7 Mergers and Acquisitions and Ch 8 International Business. Ch 10 Cooperate Governance and ethics. Ch. 11 Budgets, Organizational Structure, and Cooperate Control. 18. Mar. 26 Examination II. This examination will cover the Enchiridion, organization and work of your group, the material in Hitt Chapters 1- 5, selected portions of 6 and 7, 8, and selected portions of 10 and 11 and Porter’s industry analysis framework. Also the GATT/WTO, NAFTA and Competitive Production Sharing and the McCray, Brouthers, and Wilkerson Article. 19. Mar. 28 Examination II Review. 20. Apr. 2 Review and emphasis of any weak points. 21. Apr. 4 Preparation and practice for firm case presentations. 22. Apr. 9 Teams 1, 2 Strategic Business Case presentation. The written business case is submitted to the instructor, along with all the final peer evaluations before the group presentation begins. 23. Apr. 11 Teams 3, 4 Business Case presentation. Group Written Case and Individual Peer Evaluations due before case presentation begins. 24. Apr. 16 Course Evaluation Instructor available for student assistance 25. Apr. 18 Teams 5, 6 Business Case presentation. 26. Apr. 23 Teams 7, 8 Business Case presentation. Note: After the final group strategic business case presentation each student needs to turn 6
  7. 7. in the Course Summary Sheet showing strategic plan evaluations, student questions, and course recommendations. Due no later than the next class period. 27. Apr. 25 Examination III Includes all material presented during the semester. 28. Apr. 30 Examination Review 29. May. 2 Course Review – Instructor available for questions and review. Final Examination as scheduled 7