MGMT 479 STRATEGIC MANAGEMENT

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MGMT 479 STRATEGIC MANAGEMENT

  1. 1. MGMT 479B STRATEGIC MANAGEMENT Term 8/54 March 23, 2009 to May 16, 2009 Online Syllabus Course Description MGMT 479 Strategic Management Culminating experience/capstone course for majors in Business Administration. Requires case/report writing and the ability to integrate materials from previous courses to analyze and resolve complete business strategic planning problems. A final grade of ―C‖ or better must be achieved to satisfy graduation requirements. Prerequisites: Senior status, completion of a minimum 33 hours of core requirements and at least six hours of upper-level courses within the identified major. ______________________________________________________________________ ASSESSMENT TESTING: Because this is a capstone course for your major, also known as a culminating experience course, you will be required to take a senior test - the Major Field Test (MFT). It is a nationally-normed standardized test taken by thousands of students throughout the United States. Columbia College uses your results and the results of every Columbia College student taking the test to improve learning experiences and the curriculum in your major. The content of the Major Field Test reflects the basic knowledge and understanding gained in the core undergraduate curriculum. The tests are two-hour, multiple-choice examinations designed to assess mastery of concepts and principles as well as knowledge expected of students at the conclusion of a major in specific subject areas. They go beyond measurement of factual knowledge, however, because they also evaluate your ability to analyze and solve problems, understand relationships, and interpret material. Approximately half way through this course you will personally receive an email from the Executive Vice President and Dean for Academic Affairs of the College about the MFT. If you are within reasonable distance of one of our 30 nationwide AHE Campuses, you will be asked to go to that campus to take the MFT in a proctored setting. If you are too far from a Campus, or if extremely extenuating circumstances prevent you from taking the MFT at the nearby Campus, you may request a waiver by emailing the Executive Vice President. In addition to the above Major Field Test, which everyone enrolled in a capstone course must take, a few of you will also be randomly selected to take an additional test - The Measures of Academic Proficiency & Progress (MAPP). The MAPP measures proficiency in General Education. The test takes about an hour, and like the Major Field Test, must also be taken in a proctored setting. Students selected to take this test will also be contacted via email by the Executive Vice President.
  2. 2. The MAPP focuses on skills developed in introductory courses in the humanities, social sciences, and natural sciences. It concentrates on issues, themes, and ideas. Questions do not ask for recall of specific information but, instead, test your ability to read carefully, make judgments about clarity, correctness, or organization of material, think critically about issues and arguments, and work effectively with mathematics. While the AP test is shorter in length and measures proficiency in general education, instead of knowledge in your major, it is just as important. It too is a nationally-normed standardized test taken by students throughout the country. We use the results of this test to improve learning experiences and the general education curriculum. I. Overview and Course Goals Welcome to Strategic Management (MGMT 479), online! This course is the culminating course for Business Administration students. This is a demanding course that will teach students how to utilize the skills they have learned during their college and professional careers. This course is about strategic management—the excitement and challenge of providing the vision, developing the mission, and implementing the strategic intent for organizations. Each week we will focus on different aspects of strategic management, from strategic management inputs, to strategy formulation, to strategy implementations; these are reinforced and expanded in our text, Strategic Management and Business Policy, course notes, and case studies. Upon successful completion of this course, you will have a complete understanding of the facets of strategic management and be able to understand top management’s decisions and organizations’ strategies, both domestically and globally. During Week 1, we begin to introduce strategic management by defining strategic competitiveness, competitive advantage, and above-average returns, and we will discuss the basic concepts of strategic management. We will discuss corporate governance, define agency relationship and managerial opportunism, internal corporate governance mechanisms, and international corporate governance. You will be introduced to the concepts relative to resources, capabilities, and core competencies. We will also work on a case study in a conference thread. During Week 2, we will discuss social responsibility and its effect on ethical behavior of strategic management, and ethical decision making, the external environment, looking at opportunities, threats, industry competition, competitor analyses, and Porter’s Approach to Industry Analysis. We will also work on a case study in a conference thread. During Week 3, we will discuss the internal environment and will, in more depth, define resources, capabilities, and core competencies, value chains, basic organizational structures, and corporate cultures. We will also discuss SWOT analysis, review strategic missions and objectives, and alternative strategies using a SWOT matrix. We also will discuss the different types of business-level strategies, identifying issues relative to customers, and discussing risk relative to business-level strategies. You will submit your first written case study.
  3. 3. During Week 4, we will discuss the different types of corporate-level strategies, identifying the advantages and disadvantages of these strategies, and diversification. We will then discuss functional strategies, marketing strategies, financial strategies, R&D strategies, operations strategies, purchasing strategies, logistics strategies, and HR strategies. We will also work on a case study in a conference thread. During Week 5, we will discuss strategy implementation, organizational life cycles, advanced organizational structures, acquisition and restructuring strategies, the short- and long-term outcomes of restructuring strategies, and international strategy implementation. We then will discuss strategic staffing, strategic leadership, top management teams, the value of strategic leadership, the development of an organization’s human capital, managing the corporate culture, MBO, TQM, Six Sigma, and international management. You will submit your second written case study. You will be assigned to a team with 4-6 members. This team will be required to complete a strategic assignment during Weeks 6 and 7. This week you will decide who will be the “project manager” and complete a timeline. During Week 6, we will discuss evaluation and control of strategic management, strategic information systems, and problems in measuring strategic performance. We then will discuss the strategic issues in managing technology and innovation, environmental scanning, strategy formulation, and strategy implementation. We will complete our studies by discussing corporate entrepreneurship and innovation, the three stages of the innovation process, cross-functional teams, strategic alliances and their importance in innovation, and venture capital. Your instructor will post the case for which you will analysis. Based on the information presented in the case study and additional research, you and your team will submit a power point presentation. an executive summary, and a case analysis/business plan for this company. Team Developed Strategic Audit. Using a strategic audit, you will prepare a power point presentation and an executive summary for the case for which the instructor will provide. You will use the strategic audit using your text (pages 368-375, Appendix 15- B, C) to assist in the preparation of these requirements. During Week 7, we continue our work on strategic management by the completion and submission of your team’s power point presentation and executive summary. During Week 8, your final requirement will be a written examination based on a case study from the text that will assigned Monday of Week 8.
  4. 4. II. Course Objectives After you have completed this course, you should be able: To integrate and apply the knowledge gained in earlier business courses. To develop the capacity to think strategically about an organization, its position in its industry and among competitors, and how it can gain a sustainable competitive advantage. To provide hands-on experience using case analyses in crafting organizational strategy, reasoning carefully about strategic options, using what-if analysis to evaluate action alternatives, and making strategic decisions. The measurable learning objectives for this course are: Understand the factors that impact on strategic decision-making, implementation, and evaluation. Conduct an organizational resource-based situational analysis. Conduct comprehensive environmental scanning and assess the volatility of industry position. Develop comprehensive business strategies by identifying strategic options, policies, procedures, budgets, and timelines. Use ―what-if‖ scenario analysis to evaluate action alternatives, make strategic decisions, and choose strategic options. Evaluate corporate competitive position and an understanding of the global marketplace and its impact on strategic analysis and planning. Critically evaluate strategic decisions, findings, outcomes, conclusions, and recommendations. Please be sure to read the entire syllabus III. Course Policies If you are new to taking on line courses, it is highly recommended that you view the online demonstration. There will be no discrimination on the basis of sex, race, color, national origin, sexual orientation, religion, ideology, political affiliation, veteran status, age, physical handicap, or marital status. Students with documented disabilities who may need academic services for this course are required to register with the Coordinator for Disability Services. Until the student has been cleared through the disability services office, accommodations do not have to be granted. It is vital if you are a student who has a documented disability to read the entire syllabus before signing up for the course. The structure or the content of the course can make an accommodation not feasible. The policies and related syllabus matters remain subject to change in the event of
  5. 5. extenuating circumstances. Students with documented disabilities who may need academic services for this course are required to register with the ADA coordinator of Columbia College at 573.875.7626. Student Manual You can find the student manual at http://www.ccis.edu/online/studentmanual. Student Conduct The instructor reserves the right to manage a positive learning environment and thus will not tolerate inappropriate conduct in the course. All Columbia College students, whether enrolled in a land-based or online course, are responsible for behaving in a manner consistent with Columbia College’s Code of Student Conduct and Ethics Code for Computer Users. Students violating these codes will be referred to the Campus Life Office for possible disciplinary action. The Code for Student Conduct and the Ethics Code for Computer Users can be found in the Columbia College Student handbook, a copy of which can be obtained by calling the Campus Life office at 573.875.7425. Official Syllabus The syllabus that is posted on Columbia College website under course schedule ―may not be accurate for the current term, and should only be used as a guideline.‖ Your instructor will forward the ―official syllabus‖ to you. It will also be posted on the course web page after the session has started. On-line Participation Columbia College offers this course on-line, over the Internet. Students are expected to devote an extended amount of time working on the course, using Internet resources, other student input, and scheduled on-line conference meetings. The on-line conferences will be scheduled several times during the course to discuss case studies and answer other questions that students may have relative to the subject matter. See "Ground Rules for On-line Participation" for additional information. A class week is defined as the period of time between Monday and Sunday. The first week begins the first day of the session (March 23, 2009) and the course will end Saturday at 11:59 p.m. (May 16, 2009). On line discussions should be posted on the discussion board by the weekly due dates stated on the grading schedule below. Written assignments (individual case studies) should be completed and successfully submitted to the drop box so that they are received by 11:59 p.m. central time on the due date. Assignments submitted after 11:59 p.m. are considered late. NOTE: Because this is an online course designed to get feedback on assignments to you directly via Internet, you must make prior arrangements before submitting a paper via fax 573 636-0558 or the postal service. Ground Rules for On-line Participation Students should use email for private messages to the instructor and other students. The class conference/discussion is for public messages.
  6. 6. Students are expected to participate in the course a minimum of 5 hours per week by completing reading assignments, conferencing, or other appropriate online activities, including sending/receiving email, and navigating and conducting research over the World Wide Web. Students are expected to log in at least three times a week and more during the six and seventh week when working in groups. Students are expected to check the announcement page often, as well as the discussion board, especially during the weeks of your group project. All students will participate in conference (on-line) discussions. Conventions of "online etiquette," which include courtesy to all users, will be observed. Students will submit all assignments as per instructions under Grades. If you do not answer all the questions the first time, you cannot go back and add to your answer to receive all the points. Students are expected to actively participate in the on-line discussions. Sending e-mails When forwarding email to the instructor, please identify your name and course on the subject line, i.e. cavant mgmt 479B - Question about assignments. Also, if you have questions about any of the assignments or need additional guidance, please do not wait until they are due or you have turned them in to ask questions. Announcement Page Be sure to read the announcement page on a regular basis because the instructor does post messages on the announcement page. Academic Honesty All Columbia College policies are in effect as described in the Academic Dishonesty/Misconduct section of the current college Catalog. All your work must be your own unless collaboration has been authorized. If collaboration is authorized you must acknowledge the collaboration in writing. Your grade will be based in large part on the originality of your ideas and your written presentation of these ideas. Presenting as one’s own the words, ideas, or expression of another in any form is cheating through plagiarism. If you are unsure what constitutes plagiarism, review the rules of original writing at the following web site: http://owl.english.purdue.edu/. This link provides valuable information, including examples of plagiarism. To review some plagiarism tools available to students, take a look at http://www.schoolsucks.com and http://www.termpapersites.com. The content of these plagiarism sites would, if you were lucky, get you a ―D‖ in this course if you were not caught. It is substandard work indeed, but you will almost always be caught if you try to cheat, due to the plagiarism prevention tools available to instructors. Here are two sites that may be of interest: http://www.indiana.edu/~istd and http://www.plagiarism.com. Plagiarism will not be tolerated and the claim of ignorance is no excuse. Those found plagiarizing may receive an ―F‖ for the course. Collaboration with other students is not permitted without explicit permission from the instructor. This is a form of plagiarism. Roommates and spouses taking the same course should be
  7. 7. particularly careful. Additional Note Although this is an online course, you are still responsible for meeting all deadlines, as well as participating in on line discussions. It is imperative that you participate in the online discussions. Lack of participation can affect your final grade. Unforeseen circumstances – If a student encounters unforeseen circumstances, such as emergency hospitalization, a natural disaster, etc. please notify the instructor at once. In other words, if possible, please do not wait to inform the instructor two days after it has occurred. Extensions are only granted for unforeseen circumstances, such as emergency hospitalization, natural disaster and such. Levels of Communication We will be using a minimum of two levels of communication in this course, one formal, and the other informal. All submitted assignments are formal. In other words, they should be written as if you are communicating with a client. The formal rules of proper English and grammar apply for these submissions, and points will be deducted for misspellings, incomplete sentences, poor sentence structure, etc. Conference/On-line postings are informal. You do not have to use capitalization to begin sentences; there are no penalties for misspellings, incomplete sentences, or other violations of grammatical rules. The criterion that has been met in conference postings is that your messages must be original and intelligible. You must communicate effectively. In addition, you must meet the weekly requirements for full credit on conference room assignments. An optional communication tool we have at our disposal is the use of a chat room. Chat rooms allow us to communicate in a synchronous fashion if class participants desire to communicate with the instructor in "real time." If one or more students desire synchronous communication, start a thread in the conference requesting a chat session. We will establish a cyber location, a date and a time and we can discuss issues arising in the course. This course is structured around asynchronous communication. Use of chat rooms is strictly optional, and will only be utilized at the request of course participants. eServices If you are a first time online student, please go to the student information webpage at http://www.ccis.edu/online/admissions/onlineforme.asp. This page contains self- assessment quizzes, a student manual for D2L, a course demonstration, technical requirements, and help numbers. Columbia College's library databases are available at http://www.ccis.edu/offices/library/resources.asp. You may access them using your eServices login and password when prompted. Proxy codes are no longer required. If you need any sort of technical help regarding your eServices account, contact the help desk by email at cchelpdesk@ccis.edu or call 1-800-231-2391 x4357.
  8. 8. If you need any sort of technical help regarding D2L, please contact the help desk at helpdesk@desire2learn.com or (877) 325-7778 (toll free call). Information about computer requirements and compatibility with D2L can be found on the Columbia College site at: http://www.ccis.edu/online/admissions/technicalreq.asp You are required to use the College CougarMail address for this course. If you would like, you can have your CougarMail forwarded to another email account. You can find instructions for setting this up at: https://www.ccis.edu/technologyservices/training/cougarmail/ForwardGmail.asp GRADING POLICY The grading scale is as follows: A = 90-100% B = 80-89% C = 70-79% D = 60-69% F = 0-59%. Students will receive a final letter grade based on their knowledge of the core material and, completion of the assignments and their ability to effectively express that knowledge in writing. EVALUATION Each student is required to successfully complete the following: There are two case studies that each student will submit a written paper. Each case study will include a brief summary, synopsis; identification of the organization’s resources, capabilities, and core competencies; and three findings of fact. Each finding of fact will require a justified recommended solution. I expect the student to support their recommended solutions with rational thought learned from the course material, other courses, and real-life experiences. Papers are due on the dates specified below. The instructor will not accept late submissions. Each paper is worth 100 points. Each paper will be placed in the D2L drop box, by the required due date. Each member of the class will be assigned to a team consisting of 4-6 members for the written Team Developed Strategic Audit Assignment. The grading for this assignment will be based on the assessment of the case study, annual reports, an in-depth strategic analysis, and the formulation of a strategic plan for the selected company. The power point presentation will include recommendations supported by analyzing the company within the confines of the case study data, course material integration, additional research, and consensus of the team as to the company’s recommended best strategic course(s) of action. Additionally, you will submit an executive summary presenting, in detail, your recommendations for the company’s best strategic course(s) of action, including implementation
  9. 9. and evaluation and control phases over a five-year period. This assignment is worth a total of 300 points; 250 points for the group assignments; 50 points peer evaluations. Participation in conferences. I expect each student to actively participate in each of the three conference threads and provide thoughtful input. Conference participation is worth 150 points (50 points for each discussion thread). You are required to comment and or respond for each discussion thread as stated per online conference thread. When answering the questions, you need to answer in details. In other words, do not answer with one or two sentences. The final examination will be provided to students by Monday of Week 8 and must be submitted by 11:59 p.m. May 16, 2009 Week 8. It will be an essay/test based on a case study where the student will demonstrate the knowledge learned during the course. The examination will be worth 300 points. Remember to always label your attachments with your name, class section, and the assignment. Other requirements for successful completion of the course Complete weekly reading assignments and read lecture notes provided by the instructor. Build a strong team that all members’ decisions and inputs are valued for the Team Developed Strategic Assignment/Business Plan. Utilize the readings, notes, and on-line resources to augment the written papers, conferences, and final examination. PC Problems/Technical Support It is your responsibility to have access to a workable computer. If you find you are having problems, it is your responsibility to immediately fix the problem. If you are having technical problems with the D2L system, you need to contact technical support, which can be reached by email at cchelpdesk@ccis.edu. Late Assignment Policy for this course is as follows: You will not get credit for posting a conference discussion after the due date. Late submissions for the two written case studies will not be accepted. Late submissions for the Team Strategic Business Plan: Loss of 25 points for each team member the first day, and 50 points for each team member, the second day. The instructor will not accept a Business Plan that is three days late. Late submissions for the final exam: Final exams will not be accepted after midnight May 16, 2009 - No exceptions. Additional Information
  10. 10. There is no extra credit given for this course. In addition, you will not be given credit for doing the wrong assignments. IV. Grades WEEK ASSIGNMENT POINTS DUE DATE Week 1 Online Conference #1 50 points 03/29/09 Week 2 Online Conference #2 50 points 04/05/09 Week 3 Case Study #1 100 points 04/12/09 Week 4 Online Conference #3 50 points 04/19/09 Week 5 Case Study #2 100 points 04/26/09 Team Strategic Audit 0503/09 Week 6 Assignment- Instructor will determine Team Strategic Audit 05/10/09 Week 7 250 points Assignment Week 7 Peer Evaluation 50 points 05/09/09 Week 8 Final Examination 300 points 05/16/09 Total 950 points All assignments are to be submitted to the drop box, unless otherwise noted. All assignments are due by 11:59 p.m. (Central Time). No exceptions. Additional note: Students are also graded on the inclusion of theories and concepts learned throughout this and other business courses in their assignments. All on-line discussions must be posted; they are not to be submitted to the drop box. If a student submits the incorrect assignment, the student will not get credit for that assignment and will not be allowed to submit the correct assignment. In addition, students are required to review all assignments on the discussion board because there may be additional information for each assignment. V. Required Text Strategic Management and Business Policy: 11th Ed., Thomas L. Wheelen and J. David Hunger, Person Education Inc., Upper Saddle River, NJ, ISBN 978-0-13-232346- 8, 2008. No other text is acceptable for this course. You may order textbooks online at, http://bookstore.mbsdirect.net/columbia.htm or by fax at 800 499 0143, or by telephone at 800.325.3252.
  11. 11. VI. Course Schedule Week 1: Introduction to Strategic Management and Business Policy; Corporate Governance Readings: o Text: Read Chapters 1 and 2 o Instructor notes On-line Conference Assignment: Based on the Case Study ―Tiffany & Co.,‖ Case 22, starting on page 22-1, complete the following requirements (answer in complete sentences; in order words do not make list or bullet points): o Identify Tiffany’s resources (2), capabilities (2), and core competencies (2); complete sentences; no bullet points (at least a paragraph; 6 to 8 sentences) o Provide three findings of fact; one strength, two weaknesses. One paragraph for strength and one paragraph for the two weaknesses. Students are not required to provide recommendations and justifications for these findings of fact. o Comment/respond to at least one classmates’ and instructor’s postings o Post to the discussion board Week 2: Ethics and Social Responsibility in Strategic Management; External Analyses Readings: o Text: Read Chapters 3 and 4 o Instructor notes On-line Conference Assignment: Based on the Case Study ―Panera Bread Company.,‖ Case 30, starting on page 30-1, complete the following requirements (answer in complete sentences; no list or bullet points): o Provide a definition for ―synopsis‖ then write a complete synopsis o Provide a definition for ―brief summary‖ – a summary is not needed o Identify their (3) resources, (3) capabilities, and (3) core competencies – Full sentences; no bullet points, one paragraph for the resources, one for the capabilities and one for the core competencies. o Write two finding of fact; one opportunity and one threat, with recommendations (what do you recommend) and full justification for your recommendations (rationale; facts that led you to your recommendations); at least a paragraph for each; a total of three paragraphs for each finding o Comment/respond to at least two classmates’ and instructor’s postings o Post to the discussion board
  12. 12. Week 3: Internal Analysis, SWOT Analysis; and Business-level Strategies Readings: o Text: Read Chapters 5 and 6 o Instructor notes Case Study #1. The case study: ―Hershey Foods Company‖ Case 29 starting on page 29-1, will include a brief history of the company, than a synopsis; identification of their resources (3), capabilities (3), and core competencies (3); and three findings of fact; strength, weakness and opportunity. Each finding of fact will require a justified solution, one page for each finding. The student will support their recommended/solutions with rational thought learned from the course material, other courses, and real-life experiences. The paper must be double-spaced and include a cover page. It should be at least 7 pages and will not exceed 10 pages in length and should include complete sentences. Do not include bullet points or an outline. You should include at least four resources and be sure to cite them within the text and in your works cited. The assignment will be placed in the D2L drop box. Week 4: Corporate Strategies; Functional Strategy and Strategic Choice Readings: o Text: Read Chapters 7 and 8 o Instructor notes On-line Conference Assignment: Based on the Case Study ―Hasbro, Inc.‖ Case 25, starting on page 25-1, complete the following requirements (answer in complete sentences): o Identify (3) resources,(3) capabilities, and (3) core competencies o Write two findings of fact (Opportunity and Strength), with recommendations (what do you recommend) and full justification for your recommendations (facts that led you to your recommendations); at least a paragraph for each; a total of three paragraphs for each finding o Comment on at least one classmates’ and instructor’s postings o Post to the discussion board Week 5: Strategic Implementation; Staffing and Directing Readings: o Text: Read Chapters 9 and 10 o Instructor notes Case Study #2. The case study: ―Starbucks’ International Operations‖ Case 7, starting on page 7-1, will include a brief history of the company, a synopsis; identification of their resources (3), capabilities (3), and core competencies (3); and three findings of fact; weakness, threat and opportunity. Each finding of fact will require a justified solution, one page for each finding. The student will support their recommended/solutions with rational thought learned from the course material, other courses, and real-life experiences. The paper must be
  13. 13. double-spaced and include a cover page. It should be at least 7 pages and will not exceed 10 pages in length and should include complete sentences. You should include at least four resources and be sure to cite them. The assignment will be placed in the D2L drop box. Instructor will randomly assign students to their Strategic Audit Team/Business Plan Team, as well as post the case to be analyzed. Students will begin meeting with their teammates to discuss the team strategic audit assignment. The team will need to meet several times before the submission of the assignment during Week 7. This will take coordination for all teammates since schedules may be difficult to accommodate. This week each team will decide who will be the “project manager” and complete a timeline, which will be posted on the discussion board. You will also discuss/post a SWOT analysis. This should be posted on the discussion board by April 24, 2009. Everyone must participant in all discussions. The instructor will post additional instructions on the discussion board throughout the process. You are expected to read the discussion board often during this time; at least every other day. Week 6: Evaluation and Control; Strategic Issues in Managing Technology and Innovation; Entrepreneurial Ventures and Small Businesses; The Team Developed Strategic Audit Assignment Readings: o Text: Chapters 11, 12, and 13 o Instructor notes Students will continue to meet with their teammates to discuss the team strategic audit assignment. You will discuss your mission statement, short and long term goals. This should be discussed and agreed upon by February 19, 2009. Everyone must give their input. Your current situation and strategic posture should have been discussed and agreed upon by April 29, 2009. Everyone must provide their input. Team Developed Strategic Audit. You will use the strategic audit using your text (pages 368-375, Appendix 15-B, C) to assist in the preparation of the power point presentation, executive summary and remaining audit. You will need to include financial data; at least a balance sheet starting with the year 2009. Your business plan recommendations/implementation should start with the year 2009. This will be a five- year plan. You will submit a PowerPoint presentation that addresses each of the following: • Their Current Situation (1 power point slide) • Strategic Managers (1 power point slide) • External Environment (1-2 power point slides) • Internal Environment (2-3 power point slides – including their resources, capabilities and competencies)
  14. 14. • Analysis of Strategic Factors (1 power point slide) • Strategic Alternatives and Recommended Strategy (2-3 power point slides) • Implementation (2-3 power point slides) • Evaluation and Control (1-2 power point slides) You also will submit an executive summary, discussing in detail, your strategic alternatives and recommended strategy, the implementation phase of the recommended strategy, and the evaluation and control phase of the strategy. The executive summary should be at least three pages and will not exceed five pages and start with the page number (i). The remaining audit should be no more than 14 pages. Peer Evaluation- each team member will be evaluated by his/her teammates and will give each team member a score for their value to the team. The instructor will post the form. You will be evaluating your teammates rankings based on: participation in team meetings, quality of preparation, skills in analysis, overall knowledge of company operations, ability to make decisions, caliber of contribution, contribution to the strategic project, and carried appropriate work load as required by strategic business plan assignment. It will be submitted to the dropbox. You are to only submit one document. The team will be evaluated (up to 250 points; 50 executive summary; 200 the actual business plan) for the Team Developed Strategic Audit/Business Plan. Each member of the team will be evaluated by his/her teammates (up to 50 points) based on their total effort in the development of the plan. The total points available for this portion of the course are 300. Week 7: The Team Developed Strategic Audit and Submission Readings: o Text. Review textbook o Instructor notes Your recommendations should be discussed and agreed upon by May 6, 2009. In other words, the plan should be completed or close to completion by February 25 so that the team will be using the rest of the time to review for grammar, logic, structure, the power point and the executive summary. The power point and the executive summary is one of the last sections the groups will complete. The Team Developed Strategic Audit/Business Plan assignment is due. The team assignment and the peer evaluations will be placed in the D2L drop box. Only one team member will submit the final Audit/Business Plan and Power Point Slides to the drop box. Course Evaluation: Go to the following site and evaluate the course: http://www.ccis.edu/online/evaluations/evaluations.asp. Week 8: Final Examination Readings: o Text: Review textbook o Instructor Notes
  15. 15. Final Examination. The instructor will provide the final examination question relative to a Case Study assigned on Monday of Week 8. Final examinations must be submitted by 11:59 p.m. May 16, 2009. No exceptions. The final examination will be placed in the D2L drop box. VII. INSTRUCTOR Cheryl Avant, A.B.D. Columbia College - Adjunct Professor of Business and Marketing Academic Degrees: Ph.D. Candidate, MBA, AA, and BS, Phone: (573) 636-3014 I typically check my e-mail and the discussion board in the evenings between the hours of 6:00 and 9:00 p.m. and post messages on the discussion board on Tuesdays, Thursdays, and Saturday mornings. I typically check and respond to emails on Saturdays until 3:00 p.m. and I am not available on Sundays. Throughout the course, I will be monitoring and participating in the discussions. However, please do not be surprised if I do not respond to each and every posting, as my goal is to encourage full participation in the discussion threads. You can contact me by e-mail at cyavant@cougars.ccis.edu or at cavant316@aol.com. I can also be reached at (573) 636-3014. If you need to contact me, please do not call me after 9:00 p.m. central time. If you e-mail me, you should expect to hear a response from me within 48 hours. Occasionally, there may be a problem with the email or the Internet. If you do not hear from me within 48 hours of emailing me, please contact me again, as there may have been technical difficulty.

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