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  1. 1. Graduate and Professional Studies Course Module BUS 599 - MANAGEMENT POLICY Course Description: Management Policy is the capstone course for the MBA candidate; as such the student should take it at or near the end of their course of study. Policy is designed to integrate the functional areas of accounting, finance, management, human resource management, and strategic marketing. The program of study is intense and incorporates strategic case studies each week accompanied by independent team work in a competitive web based simulation pitting teams against one another developing a global business in a fast moving strategic environment. Each class also draws upon relevant topical articles and/or video vignettes from Business Week, Wall Street Journal, Financial Times and other sources. Case study work is patterned after the Harvard case method. Students are drawn into the problem-solving process through extensive out-of-class reading, analysis, and study group interaction, as well as written communication. Communication skills are refined in the classroom by panel discussions and oral reports. Required Text: None Required Simulation: Vendor: Marketplace – Business Simulator (www.marketplace6.com ) Level of Difficulty: Strategic Corporate Management (8 quarters) Competition against peers Credits: 3 credits 8 sessions of face-to-face classroom instruction (32 hours) 7 sessions of facilitated asynchronous online instruction (10-14 hours) Instructional methods: Course instruction will occur through presentations by the instructor, facilitated interaction and case study analysis during in-class time as well as through directed asynchronous online discussion format. Students are expected to participate in all course sessions offered either face-to-face or online. Blackboard: Required - On Line Discussions: The course facilitator will post a Treaded Discussion Topic each week consisting of a question, a theme, or another academic area of interest, each week beginning the evening of the first class meeting week 1 and continue posting topics through week 7. Students will post Initial responses promptly and then post their impressions to other inputs from their peers in an asynchronous online threaded discussion. Initial Response: Student will be required to individually respond to the posted Topic within 2 days of the posting. Threaded Discussion: To enable a threaded discussion, students acting individually will be required to post a response to initial posting of 3 of their student peers and/or facilitator. These threaded discussion responses will have to be entered by students before the next subsequent class meeting. Facilitator Participation: The facilitator will actively participate in the discussions and will grade each weeks on line assignment using the rubric enclosed with this module. Team: The facilitator may assign up to 4 students to a Team to conduct specific topical themes in an asynchronous online discussion between the first class meeting and week 8. The facilitator will make their preferences known during the first class meeting and will provide guidelines for Teams to follow. Optional - to Facilitator: If facilitator plans to supplement the face to face class work with posted online readings, materials, tests, quizzes, or other learning related Management Policy BUS 599 Module Waynesburg College 5/31/2010 -1-
  2. 2. tasks then the assigned facilitator will outline their specific Blackboard requirements to students during the first class meeting. All students should be prepared and able to access the internet during their study periods away from class. Facilities: Class requires access to web on front screen, and teams require access to internet during the second half of each class period. Additional Readings: Additional readings may be assigned by the Facilitator during the first class meeting. Depending upon the Facilitator‘s preference these readings may be accessed by students either by using Blackboard © or the Waynesburg library facilities. In addition, the facilitator may assign readings which are to be purchased by student directly from content providers such as Harvard Business School Publishing using PDF downloads. Americans with Disabilities Act: The Americans with Disabilities Act of 1990 (ADA) is the civil rights guarantee for persons with disabilities in the United States. It provides protection from discrimination for individuals on the basis of disability. The ADA extends civil rights protections for people with disabilities to employment in the public and private sectors, transportation, public accommodations, services provided by state and local government, and telecommunication relay services. Waynesburg College intends to comply with Title III requirements. A student desiring specific information about these requirements or about the grievance procedure should contact Thomas Helmick, Director of Human Resources and Disabilities Services at 724-852-3210. Course Objectives: Upon completing this course students will have demonstrated their ability to: 1- Work as a Team to achieve goals - Assess team skills, and work styles, and assign corporate responsibilities and leadership. 2- Synthesize and formulate strategy for their firm‘s internal & external activities within defined markets. 3- Execute and integrate the functions of accounting, finance, marketing, information technology, and organizational behavior. 4- Assess a firm or organization‘s ability to: a) Satisfy multiple stakeholder claims in an ethical manner. b) Attract factors of investment. c) Employ technology to reduce costs and increase productivity. d) Adapt to changing environments. e) Embrace and adapt to global competitive pressures. 5- Evaluate an organization‘s alignment of Values, communication processes, competitive strategy, organizational structure, human resource management, and managerial processes. a) Assess the creation or destruction of competitive advantage. 6- Evaluate how firms and organizations in various industrial sectors: a) Employ scarce resources to maintain lowest possible costs b) Anticipate changes in customers‘ preferences c) Adapt to rapid technological change d) Anticipate, plan, and adapt to globalization trends that impact their industry e) Identify management talent, and plan for succession f) Recognize competitive advantages g) Restructure operations to achieve strategic objectives h) Gain commitment from a culturally diverse workforce Attendance: The Graduate and Professional Studies Program are committed to a style of learning that is Management Policy BUS 599 Module Waynesburg College 5/31/2010 -2-
  3. 3. facilitative and participatory. Meaningful interaction among students and between students and faculty is the heart of the program. The following are adult learning principles upon which the graduate program in business is built: o Learning is an experience that occurs inside the learner and is activated by the learner. o Learning is the discovery of the personal meaning and relevance of ideas. o Learning is a behavioral change and is a consequence of experience. o Learning is a cooperative and collaborative experience. o Learning is an evolutionary experience. o One of the richest resources for learning is the learner himself through participation in an active community of learners. o Learning is facilitated in an environment which encourages the learners to be active participants, which promotes respect and openness to discovery and critical thinking, and which supports intellectual discussion and debate. Our commitment to this educational model shapes the graduate attendance policy. Attendance at all class meetings is strongly recommended. Should an emergency situation arise which requires an absence from all or even part of a class, students must contact the faculty immediately. Leaving a message with another individual or with the graduate staff or on an answering machine does not fulfill this obligation. Due to the participatory nature of graduate classes, absence will have a negative effect on grades. Additionally, the faculty is encouraged to base a portion of the student's grade on class attendance/participation. Understanding that circumstances can and do arise when a student's absence from class is unavoidable, extra credit may be available to students who wish to make up for lost percentage of grade that faculty may deduct due to a missed class or for any other classroom reasons (i.e. poor test scores). If extra credit is available, the faculty will review extra credit criteria for his/her class. Registration for a course is not permitted if a student anticipates missing more than two classes for a particular course. If a student misses two or more classes, the student will be asked to I withdraw from the course. The student will receive a grade of "WP" for Withdraw while Passing or a "WF" for Withdraw while Failing. This will be reported on the student's permanent record. Extra Credit Assignments: Are at the sole discretion of the facilitator who will make their process (if any) known to the student upon first meeting. GRADING SCALE FOR GRADUATE COURSES A 93 % and above A- 90 – 92 % B+ 87 – 89 % B 84 – 86 % B- 81 – 83 % C+ 78 – 80 % C 75 – 77 % Course Requirements and Points/Percentages Classroom discussion and workshop participation: 400 Points Weekly written Team/Individual case assignments (4 cases x 50 points each) 200 Team Simulation Work and related simulation assignments (25 points/week) 200 Peer Review 100 Facilitator led threaded asynchronous discussion in on-line format 100 Total: 1000 Points Evaluation Methods & Grading Standards: Class Participation: Students will be graded on their ability to take an active role in the class discussions and to substantially contribute to the class dialogue. At a minimum - students will:  read any assigned text, readings and independent research, Management Policy BUS 599 Module Waynesburg College 5/31/2010 -3-
  4. 4.  Completed written answers to questions (when so required by the facilitator),  Performed assigned exercises, including any written case analysis. Case preparation: Student Case Analysis needs to address major issues suggested by case and the questions posed by the facilitator in the course syllabus. Typically Cases will tie into each class‘s assigned text and readings. Team ―Case‖ Guidelines: Ideally you will meet before class (and in person) with your Case group/team to discuss the questions, formulate your analysis and respond to the questions posed. Case Analysis will be turned in at class end. Case Class Process: Cases will typically take one half of each evening to discuss. Team and Individual Papers: Typed, single-spaced, one-inch margins with 12-point font size with reasonable margins. Case Papers should be long enough to answer/discuss the questions/topic - yet be short enough so you do not violate the ―business-brevity‖ rule. Whenever possible synthesize your answers and state your evaluation of a given topic. Business Brevity – Preferred Writing Style: Business brevity employs a ―bottom-line‖ style in which you present your most important information early in the topical writing and spend the rest of your time supporting it. Executive Summaries are strongly recommended. Bottom line writing will summarize, exhort a reader to action, announce a policy, recommend an action(s) and/or seek a reader‘s approval. Plagiarism: When students acquire significant information or data from their readings or internet sources they need to reference the resource using footnotes or endnotes. Cheating/plagiarism will not be tolerated in any form and will result in at least zero points for that assignment or possibly severe disciplinary action accompanied by a course grade of ‗F‘. Simulation – Context and Hints for getting started: During first class meeting students will be teamed up to participate in an internet based competitive ―Strategic Corporate Management‖ simulation lasting the remaining seven weeks. Teams will be composed of between 3 to 4 students. Note: Students will be responsible for registering independently (a fee will be charged by the Marketplace Simulation portal) during or shortly after the first class meeting. By design, the ―Strategic Corporate Management‖ simulation requires that each quarter's activities build upon prior content so that there is considerable opportunity for Teams to learn which actions drive their performance up or down. By design, the simulation repeatedly challenges each Team to plan its cash flow needs, create value with product design, create production scheduling, manage a supply chain, recruit and motivate key employees, perform profitability analysis, strategic planning and operations management. The simulation is repetitive and creates the opportunity to teams to define, refine and execute detailed market strategies in competition with their peers. Winning requires that a team to research its actions, study the competition and act faster than the competition. The best Teams work in concert with one another and start by collectively reviewing results of prior quarter to get an overall feeling for firm‘s performance. In the past, High performing Teams break up into functional units to further analyze what went well or poorly. When this analysis is complete, team members get back together for a report-out by each person. With all the information in front of them, the team re- evaluates its performance, strategy and tactics. Collectively, the members decide what needs to be done to correct problems or to take advantage of opportunities. Each functional executive is then charged to work out the tactical details and come back with a set of tactical recommendations for the group to consider. To maximize learning and effectiveness, it is strongly recommended that every individual be responsible for some functional area of the firm. They should analyze data and decisions in their area of responsibility and come prepared to Team meetings with analysis and recommendations. Management Policy BUS 599 Module Waynesburg College 5/31/2010 -4-
  5. 5. Class Assignments and Activities Week 1- The Context of Business Objectives Prior Student Assignments: Suggested Class Met This Research: 2 HRs Activities Class Team Work: 0 HRs Assignment Prior to Start of First Class: Review Syllabus 1, 2 Research and Address following topics using appropriate internet information sources: (Your individual written work Form Teams will be turned in at end of first class) Objective: You need to get prepared for in-class discussion by writing out short written answers that analyze and evaluate performance of both Enron and Southwest Airlines (following questions assigned below) with specific regards to following topics and questions: Note: Feel free to gather additional information from outside sources to support your answers. Discuss in class Topic #1: ―Strategic Management and Strategic Competitiveness‖  What sustained competitive advantages does Southwest Airline have?  Did Enron have?  Discuss a couple of Global Economic Impacts felt by Enron & Southwest.  Did Enron have a technological advantage?  What are the apparent strategic intents and missions of both firms?  Were company mission, values and strategies aligned? Explain.  Describe each firm‘s stakeholders – spot any differences? Discuss in class Topic 2 - ―The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis‖  Discuss Porter‘s 5 Forces of Competition Model as you see it applying to both Enron and Southwest.  Competitor Analysis – describe each firms primary competitors Topic 3 - ―The Internal Environment: Resources, Discuss in class Capabilities, and Core Competencies‖  Which ―core-competencies‖ do the two firms‘ exhibit? Marketplace Management Policy BUS 599 Module Waynesburg College 5/31/2010 -5-
  6. 6.  Discuss Tangible and Intangible resources as they Simulation: apply to the two firms. Students sign in and  Analyze each firm‘s Value Chain and bring your begin Team conclusions to class evaluation of roles and strategies to enter marketplace. Facilitator-led asynchronous online threaded discussion topic #1 Week 2 – Business Level Strategy1 & Competitive Rivalry Objectives Student Assignments Suggested Class This Case Team Work: 3 HRs Activities Week Simulation Team Work: 6 hrs 1 Business-Level Strategy1 - There are four generic strategies that are used to help organizations establish a competitive advantage over industry rivals. Firms may also choose to compete across a broad market or a focused market. We also briefly discuss a fifth business level strategy called an integrated strategy. 1. Cost Leadership – Organizations compete for a wide customer based on price. Price is based on internal efficiency in order to have a margin that will sustain above average returns and cost to the customer so that customers will purchase your product/service. Works well when product/service is standardized, can have generic goods that are acceptable to many customers, and can offer the lowest price. Continuous efforts to lower costs relative to competitors is necessary in order to successfully be a cost leader. This can include:  Building state of art efficient facilities (may make it costly for competition to imitate)  Maintain tight control over production and overhead costs  Minimize cost of sales, R&D, and service. 2. Differentiation - Value is provided to customers through unique features and characteristics of an organization's products rather than by the lowest price. This is done through high quality, features, high customer service, rapid product innovation, advanced technological features, image management, etc. (Some companies that follow this strategy: Rolex, Intel, Ralph Lauren) 3. Focused Low Cost- Organizations not only compete on price, but also select a small segment of the market to provide goods and services to. For example a company that sells only to the U.S. government. 4. Focused Differentiation - Organizations not only compete based on differentiation, but also select a small segment of the market to provide goods and services. Focused Strategies - Strategies that seek to serve the needs of a particular customer segment (e.g., federal government). Companies that use focused strategies may be able serve the smaller segment (e.g. business travelers) better than competitors who have a wider base of customers. This is especially true when special needs make it difficult for industry-wide competitors to serve the needs of this group of customers. By serving a segment that was previously poorly segmented an organization has unique capability to serve niche. 5. Using an Integrated Low-Cost/Differentiation Strategy This new strategy may become more popular as global competition increases. Firms that use this strategy may see improvement in their ability to:  Adaptability to environmental changes.  Learn new skills and technologies  More effectively leverage core competencies across business units and products lines which should enable the firm to produce produces with differentiated features at lower costs. Thus the customer realizes value based both on product features and a low price. Southwest airlines is one example of a company that does use this strategy. However, organizations that choose this strategy must be careful not to: becoming stuck in the middle i.e., not being able to manage successfully the five competitive forces and not achieve strategic competitiveness. A firm following this strategy must be capable of consistently reducing costs while adding differentiated features. Management Policy BUS 599 Module Waynesburg College 5/31/2010 -6-
  7. 7. 1, 2, 3, 4c, Individually Read Apple case then read the assigned questions. 4d, 4e, 5, Apply topics and questions as they relate to Apple Company. Update 6b, 6c, 6f your knowledge concerning the company (Apple in this case) through internet or library. Case: Apple Computer 2005 HBS Product: 9-705-469 by David B. Yoffie and Barbara Mack Discuss in class Apple Case Discussion Questions  Business level strategies does Apple seem to be pursuing?  How does the iPod ™ figure into your answer?  Who are Apple‘s customers?  Discuss Apples basis for Segmentation in major product categories  Apples core competencies?  Porter‘s Five Strategies – apply to Apple as a company and to the iPod™ as a product.  How is Apple Differentiated from its competitors in each major product category? ―Competitive Rivalry and Dynamics‖ Discuss how Apple business  Who are Apple‘s direct competitors in each model applies to significant/major product category/segment? Marketplace o Do the competitors change depending upon the simulation product you focus your analysis on?  Describe the competitive rivalry in each product category. Simulation:  Describe how Apple takes advantage of ―first-mover‖ Teams continue strategies. work on Quarter  How might Apple apply the concepts of ―fast-cycle‖ 2 within their markets to its planning process? assigned functional area in simulation – Facilitator acts as roving consultant reviewing strategies with Facilitator-led threaded asynchronous online individual teams. discussion topic #1 Week 3 – Strategy and Restructuring Objectives Student Assignments Suggested Class This Week Case Team Work: 4 HRs Activities Simulation Team Work: 6 hrs 2, 3, 4a, Case: ―The P&G Acquisition of Gillette‖ by Lorsch and 4d, 4e, 5a, Robertson HBS case product number 9-405-082 6c, 6d, 6f Note: Students should feel free to explore other sources for information needed to answer the following questions. Management Policy BUS 599 Module Waynesburg College 5/31/2010 -7-
  8. 8. Prepare Team Write-up for Submission: * Will Proctor and Gamble be successful integrating Gillette, Discuss in class or will it suffer from the fates of the ―dark-side‖? Explain. * Comment upon the Pay-out to Kilts, was he truly representing all stakeholder interests or only interested in his own? * Did he have a conflict of interest? Explain * Evaluate Porter‘s 5 forces diagram and apply to this acquisition Discuss * Synergies: Billion dollar brands? Advertising synergies? Other synergies? * Vertical Integration * P&G Management Motives to Diversify o Explain how management‘s reasons to diversify may be at odds with other stakeholder interests (including shareholders) Team preparation for class discussion - addressing the following general topics) Discuss in class (Google and Clusty when necessary to better understand terminology): Describe recent M&A activity in your industry sector o Which forms/organizations are growing? o How do they manage their growth? Marketplace Explain the difference between a Takeover and a M&A Simulation  Explain how Entry Barriers impact M&A activity in your industry sector. Teams continue New Product Development is related to M&A work on Quarter o Is R&D a core competency? 3 within their o How does one keep a lookout for new products & assigned companies to acquire? functional area in Explain the ―due-diligence‖ process simulation – Facilitator acts as roving consultant reviewing strategies with Facilitator-led threaded asynchronous online individual teams. discussion topic #2 Week 4 – International Strategy and Cooperative Strategy: Objectives Student Assignments Suggested Class Management Policy BUS 599 Module Waynesburg College 5/31/2010 -8-
  9. 9. This Week Case Team Work: 4 HRs Activities Simulation Team Work: 6 hrs 2, 3, 4b, 4d, 4e, 5, Resinas Sintéticas, SA (A) by Greg Rogers HBS Discuss in Class 6b, 6g, 6h Case 2-11-02 9-301-070 ―International Strategy‖ For Discussion prepare a written answer that compares and contrasts Resinas (the Mexican Firm) to Grand Chemicals (the US competitor) as best you can with regards to the following topics:  Opportunities and Outcomes of International Strategy  Location Advantages  Determinants of National Advantage o How does the US firm compare with Resinas?  Global Strategy  Liability of Foreignness  Choice of International Entry Mode  International Diversification  Political Risks  Economic Risks ―Cooperative Strategy‖ Discuss in Class For Discussion prepare a written answer that compares and contrasts Teams should Resinas (the Mexican Firm) to Grand Chemicals (the US present portions competitor) as best you can with regards to the following topics: of their case work  Strategic Alliances to class.  Business Level Cooperative Strategy  International Cooperative Strategy Additional Discussion Questions:  What are your impressions about the general business Simulation: climate for entrepreneurs in Mexico? Teams continue  What cultural issues do Mexican business people have to work on Quarter deal with on a daily basis when dealing with their USA 4 within their clients and contacts? assigned  What specific recommendations do you have for Arias- functional area in King and his father about Grand‘s competitive tactics? simulation – Facilitator acts as roving consultant reviewing strategies with individual teams. Facilitator-led threaded asynchronous online discussion topic #3 Week 5 – Corporate Governance - Organizational Controls Objectives: Student Assignments: Suggested Class Case Team Work: 3 HRs Activities Management Policy BUS 599 Module Waynesburg College 5/31/2010 -9-
  10. 10. 1, 2, 3, 4a, Simulation Team Work: 8 hrs 4c, 4d, 5a, 6b, 6e, 6g Case: McDonald’s: Super Sized Troubles Discuss in Class (B) M. Roberto (c) 2003 #9-303-099 Address the 4 Questions outlined on Page #2: 1- Conduct a very brief 5 forces industry analysis 2- Critique McDonald‘s recent strategic moves – including expanding menu, extending the brand and opening new chains under different brands. 3- Generate a list of strategic options for McDonald‘s. 4- What specifically what alternatives do you recommend to the new CEO? Articles: (available on web) Students should ―McDonald’s shareholder pushes spin-off‖ in Routers by D. be encouraged to Hamilton on 11-15-05 develop ―McDonald’s likely to stand firm‖ in Routers by N. Groom on 11- additional sources 13-05 of information Web Research: Visit McDonalds’s home site: concerning the  Go to Investor relations – seek out recent press releases fast food industry, and SEC publications relevant to topics posed below. and outside ―raiders‖  Google and/or Clusty any topic or term or phrase you do not fully understand  Corporate Governance Team Hand-In (and class discussion) prepare written answers that Teams should be analyze and evaluate the McDonald‘s performance with regards to: encouraged to  Corporate Governance develop mini- o What are McDonald‘s stated corporate Values? Are presentation on they being followed? Corporate  Ownership Concentration Governance and o What are the hedge fund managers trying to get how it applies to McDonald‘s to do? the places where o What are their motivations? they work or the o Why does Management at McDonald‘s pay attention industry in which to these attacks? they participate. o Describe relationship between Institutional Investors and Management (in general terms)  Board of Directors o Get McDonald‘s most recent 0-Q report and pages describing terms of Board of Directors.  How much diversity is expressed in the constituency of the board?  How is the board compensated (see if you can find out)?  How long do they serve?  Executive Compensation o So how much do the people in McDonald‘s ―C‖ suite make? (CEO, CIO, CFO….) Management Policy BUS 599 Module Waynesburg College 5/31/2010 -10-
  11. 11. o Where did you dig the information up? o Rate McDonald‘s international corporate governance Organizational Structure and Controls:  Describe the Financial Controls that are apparent at McDonald‘s  Evaluate McDonald‘s international strategy and their worldwide structure given your internet research Marketplace business simulation: Quarter 5: Seek Simulation: Note: Teams will external funding—prepare business plan present Plans • Evaluate financial performance & Profitability analysis privately to • Evaluate market performance Facilitator on - Customer opinion—brand designs, prices, advertising, and team-by-team sales force basis - Market demand—by company, brand and per sales person - Competitor tactics—segments targeted and selection of marketing tactics Facilitator acts as • Develop two year business plan roving consultant - Goals—marketing, financial and ownership reviewing - Marketing strategy, Manufacturing strategy, Financial strategy strategies with - Pro forma cash flows and financial statements individual teams. - Size of equity request, number of shares offered, and share price • Present business plan to venture capitalists and negotiate equity investment (consult your instructor or the Marketplace processing center for details) • Begin global roll out of business plan • Invest in R&D for new technology • Expand marketing tactics - Brand designs, Sales office locations, Sales force, Web marketing tactics, Compensation packages - Advertising copy, Media placement and frequency • Manufacturing - Review production results from previous quarter, Operating capacity, Target and replenish points - Production rules, Run factory simulation , Quality Improvement, changeover investment - Invest in fixed plant capacity (optional) • Budget market research • Compute pro forma cash flow • Prepare tactical plan Facilitator-led threaded asynchronous online discussion topic #4 Week 6 - Strategic Leadership Management Policy BUS 599 Module Waynesburg College 5/31/2010 -11-
  12. 12. Objectives Student Assignments Suggested Class This Week Case Team Work: 3 HRs Activities Simulation Team Work: 6 hrs 2, 3, 4a, 4c, 4e, 5, 5a, Teams Pick one of the HBS/McKinsey articles below to Teams prepare 6f, 6g research and report (presentation) to assembled class. Executive Summaries and Executive Summary expected make their Choices Include: Presentations in  Blue Ocean Strategy – HBR October 2004 ―Competing class to Peers in overcrowded industries is no way to sustain high performance. The real opportunity is to create blue oceans of uncontested market space.” Class Discussion  What is Strategy – Michael Porter HBR November to accompany 1996 “Rivals can easily copy your improvements in quality each presentation: and efficiency – but they should not be able to copy your strategic positioning-what distinguishes your company from all the rest.”  Decoding the DNA of the Toyota Production System HBR September 1999 “The Toyota story has been intensively researched and painstakingly documented, yet what really happens inside the company remains a mystery. Here’s new insight into the unspoken rules that give Toyota its competitive edge.”  Pricing and the Psychology of Consumption – HBR September 2002 “If your customers are buying – but not using – your products, they may not buy again.” “How pricing and consumption work and why you should avoid bundling.” “Why it may be better to have customers pay as they go instead of pay up-front.”  Diversity as Strategy HBR September 2004 “IBM expanded minority markets dramatically by promoting diversity in its own workforce. The result: a virtuous circle of growth and progress.” Class Discussion Prepare for Additional Class Discussion on: Managers as a Organizational Resource o What does your organization do for its Managers in support of their actions and development? Simulation: Top Management Team Teams continue o Describe how decisions are made by the Top- work on Quarters Management Team at your firm or organization) 6 and 7 within Managerial Labor market their assigned o What positions are becoming really hard to fill? functional area in o How does this impact retention and succession simulation – planning where you work? Facilitator acts as Developing Human Capital and Social Capital roving consultant reviewing Management Policy BUS 599 Module Waynesburg College 5/31/2010 -12-
  13. 13. o Apply concepts to your place of employment strategies with o Show and Tell individual teams. Facilitator-led threaded asynchronous online discussion topic #5 Week 7: Note on Business Model Analysis for Entrepreneur Objectives Student Assignments Suggested Class Activities This Week Case Team Work: 4 HRs Simulation Team Work: 8 hrs 2, 3, 4, 5a, 6a Note on Business Model Analysis for Team Presentations: Entrepreneur HBC Note January 22 2002 by Hamermesh, Marshall and Pirmohamed (9-802-048) Teams continue work on Team Exercise – for presentation to class: Develop Quarter 2 within their assigned a Fishbone diagram for 2 companies/organizations functional area in simulation – (preferably ones where a teammate is currently Facilitator acts as roving working (or has worked in recent past). consultant reviewing strategies with individual teams. Facilitator-led threaded discussion topic #6 Week 8: Report to Board – Simulation Results & Lessons Learned Objectives Student Assignments Suggested Class This Week Simulation Team Work: 4 hrs Activities All • Evaluate team performance—self assessment by team members Teams continue Objectives regarding the roles they played, the contributions made, and work on Quarter are visited adjustments needed 2 within their • Evaluate financial performance & Profitability analysis assigned • Evaluate market performance functional area in - Customer opinion—brand designs, prices and advertising simulation – - Market demand—by company, brand and per sales person Facilitator acts as - Competitor tactics—segments targeted and selection of roving consultant marketing tactics reviewing • Report to board on operations since presentation of business plan strategies with - Market and financial performance, Valuation of the firm individual teams. - Departures from plan, justification What would your team have done differently if you knew at the beginning what you know now? Facilitator-led threaded asynchronous online discussion topic #7 Management Policy BUS 599 Module Waynesburg College 5/31/2010 -13-