AND POLITICAL ENVIRONMENT OF BUSINESS BA 4305-002
MW 8:00-9:15 am
INSTRUCTOR: Larry Chasteen
EMAIL: [email protected]
OFFICE: JO 5.410D
OFFICE HOURS: MW 9:30-10:30 a.m. (Other
times by appointment)
Christina Mann, Phone: 972-671-8322, E-mail: [email protected]
To meet the AACSB requirements and to help students improve writing skills, the writing tutor will have the following responsibilities:
Provide feedback for individual writing (at least 15 double-spaced pages).
Hold office hours for one-on-one tutoring sessions.
Provide assessment on students’ writing (including original and revised) outcomes.
Keep record of student writing outcomes.
Strategic Management Theory: An Integrated Approach.(5th Edition), Houghton Mifflin, 2001. Authors: Charles W.L. Hill and Gareth R. Jones. (text and cases)
Simulations (Smith, D.C.). CAPSTONE: Team Member Guide 2001.1
(Team Member Guide is distributed in class; fee for materials and registration is $39.95 - sign up on website http://www.capsim.com - registration required for passing grade in course)
DESCRIPTION AND OBJECTIVES
a couple of decades ago, senior managers could plan corporate strategies,
implement them over a period of years, and not be overly concerned about having
to change them. The 1990s present a different reality, one of rapidly changing
markets, globalization, shifting government policies, new technologies and
increasingly fickle consumer tastes, all of which make the task of strategic
management more difficult and critical over time. This course is about the
strategic management process - how strategies are developed and implemented in
organizations. It examines senior management’s role in formulating strategy
and the role that each of the organization’s managers plays in implementing
course consists of two essential parts – knowing and doing.
The “knowing” part requires you to integrate the knowledge you
learned in the various functional areas of business (i.e. marketing, finance,
operations, accounting, etc.) and it involves learning concepts and techniques
applicable to strategic management. The readings, lectures, and case discussions
are designed to help you understand strategic management concepts.
The “doing” part of the course involves your
participation in Capstone, a strategic management simulation. This simulation
provides you with the opportunity to gain hands-on experience in running a
business as a member of a senior management team. Management teams are required
to evaluate situations and make decisions, evaluate outcomes, and compete with
other management teams for resources, opportunities, and markets. Each team will
have the opportunity to set corporate strategies, and apply strategic concepts
and techniques within a practical decision-making framework. In this way, you
have the opportunity to see how a firm’s production, marketing, R&D, and
financial operations interact and observe the impact of key decisions on
business performance within a competitive market.
goal of this course is to increase your awareness of the many internal and
external factors that influence strategic decision making in organizations. This
course is highly interactive, requiring you to actively participate in
discussions. Through case analyses, readings, written assignments, presentations
and debates, large and small group discussions, and a simulation exercise, you
will broaden your understanding of strategic level decision-making. If you are
not already working, you soon will be. You will find many of the concepts and
cases in the course highly relevant to the world of business and to the
understanding of the organization in which you (will) work.
objectives of this course are to:
Develop your understanding of concepts and approaches to the formulation and implementation of strategy.
Enable you to recognize the most important internal and external influences on an organization’s strategy.
Increase your skills in identifying strategic issues and options.
Understand the benefits and drawbacks of different strategies.
Sharpen business skills in writing, presentations, and team work.
You are expected to attend all classes.
Respect your fellow students – turn off cell phones and be on time. It is
easiest to contact me outside of class via e-mail. If necessary, we can make
appointments if my office hours are not sufficient. Please be sure that I have a
way to contact you (e-mail address, phone number). In the past I have needed to
contact students since I received papers with missing pages. Unclaimed papers
will be kept for one year. Late assignments will not be accepted.
All groups have hiring and firing capabilities. Individuals
have the ability to resign a group. However, every student must belong to a
group. If you have conflicts with your group, you may resign - but you must
interview and find a position with another group. Conversely, groups may
discharge members, but the students fired from a group must find another group.
Consider this when choosing your groups. At the end of the semester, each
student will rate the performance of their fellow team members. That rating will
be a part of your grade.
1. Participation: 10%
2. Exams: 30%
3. Individual Papers: 20%
4. Team Discussion of cases: 10%
5. Simulation: 30%
The success and value
of this course depends on class discussion. The case method requires your active
participation. It is my expectation that you will read the assigned material and
will be prepared to participate in class
discussions and activities. You should be prepared to answer questions
about lecture materials as well as cases. Details on participation grades are
provided in a separate handout.
will be two non-cumulative exams, each worth 15 %. These exams will be given on
October 17 and December 10. The exams will consist of true-false, multiple
choice, and short answer questions on all readings, class discussion and case
presentations. Please prepare early for the exams and come to class with any
questions or concerns prior to the exam date. You will need to bring a
small Scantron form and #2 pencil to each exam. All exams are closed book and
notes, but you can prepare a one page summary of notes.
exams will not be given. An un-excused absence on the day of the exam
will result in a zero for that exam. In unavoidable situations, with advanced
notice of absences you can take an earlier exam. However, I must be notified of
the expectation of a missed exam well before the scheduled exam day.
are required to submit individual written answers for two questions on each case
(excluding your team’s cases). Details about these case questions will be
discussed in class. These papers should be approximately two typed,
double-spaced pages. Please hand in two
copies of these assignments - one for me and one for the writing tutor.
This written work is expected to follow standards of
clarity, organization, and grammar. You will be evaluated on the quality of the
writing, assessed by the writing tutor, as well as the content as assessed by
me. You must achieve a pass grade from the writing tutor to receive credit for
these individual assignments. If necessary, you may resubmit a revised version
of your assignment for grading by the writing tutor. However, this will not
impact your content grade. The
assignment is due at the beginning of the class.
4. Team Discussion of Cases
At the second class, teams of five to six students will
be formed for two purposes: Case Discussion Leads and the Simulation Exercise.
The groups will lead the class case discussions and are primarily responsible
for raising important issues about the case. Your grade will reflect both the
quality of your presentation as well as your ability to engage your classmates.
Additional details are provided as a separate handout.
All groups should be prepared to present their materials
at the start of the case discussion (I will only do a brief introduction to the
case). An outline of your discussion and related overheads/handouts should be
given to me at the start of your discussion. Team members should be prepared to
address questions and comments from the class (either during or following the
oral presentation). The teams should be prepared to conduct discussion for about
20-30 minutes. No more than the first ten minutes should be used to introduce
The objective of the case discussion is to involve the
entire class in every case discussion while giving the assigned team the
opportunity to take leadership of the case materials.
5. CAPSTONE Simulation Team
The Capstone simulation will be conducted with students organized into groups that will represent separate firms within an industry. Every firm begins from the same starting point, but will compete based on various decisions made by your group. We will begin with two practice rounds to learn to play the game, and hopefully identify some fatal strategies. After that point, the simulation results count toward your final grade. As the simulation continues, each group will keep a record of decisions made, and the specific strategic reasons for those decisions. Simulations are fun, but take the competition seriously – there are winners and losers in this game!
When the simulation ends, each group will prepare a final report (approximately 10 double-spaced, typed pages) that outlines actions taken throughout the life of the simulation. Details of this report are provided in a separate handout.
Each firm group will then make a final presentation to the class regarding their final firm report. Be able to defend your decisions and assumptions. Presentations are to be 15 minutes.
Finally, you will individually and confidentially grade each member of your team on participation and level of contributions.
Grading for the simulation will be as follows:
10% Final presentation
5% Individual participation in the simulation
5% Simulation results
Scholastic dishonesty will not be tolerated. Students who violate the University of Texas at Dallas’ rules on scholastic dishonesty will be subject to disciplinary penalties, including the possibility of failure in the course and/or dismissal from the University. I will strictly enforce the University’s policies.
Introduction to course
Labor Day Holiday
|Practice round #1 uploaded by noon 9/10|
|Practice round #2 uploaded by noon 9/17|
|Decision round #1 uploaded by noon 9/24|
|Decision round #2 uploaded by noon 10/1|
|No class - do peer eval
Bus Strategy, Ind Env
|Decision round #3 uploaded by noon 10/10|
|Review for Exam
Exam: Chapters 1-7
|Decision round #4 uploaded by noon 10/22|
|Corp. Strategy & Dev.
|Decision round #5 uploaded by noon 10/29|
|Decision round #6 uploaded by noon 11/5|
|Decision round #7 uploaded by noon 11/12|
|Decision round #8 uploaded by noon 11/19|
Review for Exam
|12/10||Exam: Chapters 8-14|
submit this form and a recent photo (or a copy of your student ID) by August 29.
Put picture here
Have you completed all the core courses? (check one) Yes_____
your career objectives?
5. Current and/or Previous Work Experience, if any:
Additional information for BA 4305-002
1. Participation (10%)
Participation is graded from 0 (absent) to 10 (highest), using the criteria below.
- Present, not disruptive.
- Responds when called on but does not offer much.
- Demonstrates infrequent involvement in discussion.
- Demonstrates adequate preparation: knows basic case or reading facts, but does not show evidence of trying to interpret or analyze them.
- Offers straightforward information (e.g., straight from the case or reading), without elaboration or very infrequently.
- Does not initiate contribute to discussion, but contributes to a moderate degree when called on.
- Demonstrates good preparation: knows case or reading facts well, has thought through implications.
- Offers interpretations and analysis of case material (more than just facts) to class.
- Contributes well to discussion in an ongoing way: responds to other students’ points, thinks through own points, and questions others in a constructive way.
Lecture Feedback Sheets.
In order to ensure accurate records of attendance and participation, at the end of each lecture class you will turn in a feedback sheet. Tell me what you learned in class or ask questions you still have. Also, suggest your participation in class discussion by giving yourself a participation grade based on the criteria listed above.
4. Team Discussion of Cases (10%)
If you observe these suggestions as you prepare a case for class discussion, your grade on the assigned cases will improve.
1. Read C2 - C7 in textbook on analyzing a case (8 suggested items).
2. Read the case twice, once for an overview and once to gain full command of the facts.
3. Make a list of the problems and issues that have to be confronted.
4. Look for opportunities to apply the concepts and analytical tools in the text chapters.
5. Develop charts, tables, or graphs to clarify your main points.
6. Prioritize your recommendations and be sure they can be done in the time frame.
7. Review your action plan to see if it addresses all of the problems you identified.
8. Make an outline for your presentation. You can use overheads or a power-point presentation.
9. Every team member should take an active part in your presentation.
10. Be prepared to lead class discussion on my two questions on the case.
5. Capstone Foundation simulation (30%)
Each team will participate in the simulation that has two market segments - high tech and low tech. The purpose of the simulation is to test various strategies in a competitive environment without incurring costs or the risk of implementing them in a real setting. Most strategic decisions are made after consultation with team members in an atmosphere of deliberations and discussion. Each student will select their own team.
Each team manages and analyzes their company and develops and implements strategic concepts. The management team will make decisions about various aspects of an assigned company’s management for a given period of “simulated time”. The simulation is played over eight simulated years to maximize the firm’s objectives. The objectives are achieved more successfully by considering and applying concepts developed in lectures and case discussions. There will be 2 practice rounds, then 8 decision rounds in the simulation exercise. You are expected to read the TEAM MEMBER GUIDE for 8/29 and to register for the simulation before 9/5. These materials and further directions will be discussed in class on 8/29.
During the simulation you will manage your company via telephone, email, the Web site, and out of class meetings. Each week, some class time will be set aside for simulation so that teams can meet face-to-face to discuss their strategy. Team meetings will be short - typically no more than 15-20 minutes of class time. To be effective team members, students should prepare themselves for the team meetings by analyzing the data in their particular area of responsibility.
The simulation will be coordinated primarily using the Internet. Each week you will download starting conditions for the current “year”, print reports, develop strategy and tactics, make decisions, and upload decisions to the web site before the posted deadline. Capstone is both an individual and team exercise. Each student will have specific decision-making responsibilities within the simulation - product manager or functional manager, for example. Each student must coordinate their decisions with their teammates, such as launching new products, or arriving at an overall corporate strategy.
The Capstone web site is located at www.capsim.com. You must register on the site so that the system can connect you with our class and your team.
Each person is required:
1. To make and/or audit decisions in their areas of responsibility.
2. To contribute to their team’s strategy discussion.
Each team is required:
1. To develop and update their Business Plan (1st version due 9/24)
2. Track the firm’s decisions and post a summary of weekly activities on the Web site.
3. To present a final report orally to the class (and a written report to me)
Business Plan (1st version due 9/24): (Examples will be handed out in class)
In no more than two typed, double-spaced pages (outline format is fine), summarize your company’s vision and intended strategy. Your plan should include:
- your executive summary including a description of your products(s)
- your vision statement
- your functional level strategies (R&D, marketing, production, finance)
- a list of your top management team members (CEO, CTO, CMO, COO, CFO)
Don’t be generic! What makes your firm unique? What is its identity? In what fundamental ways will you distinguish yourself from your competitors?
Members of each team will evaluate each other’s performance in terms of attendance at team meetings, willingness to cooperate, importance of contributions, etc. Each team member evaluates the performance of the other team members of his/her team on the five-point scale of Outstanding (5), Very good (4), Good (3), Fair(2), or Poor(1).
Peer evaluations are entered using the Web site at www.capsim.com. The system keeps peer evaluations confidential between you and me. There will be two peer evaluations during the course. The first will follow the simulation’s Decision Round 2. The second will follow your presentation at the end of class. The objective of the confidential peer evaluation is to remind all team members that their behavior and work ethic affect the entire group, and that they are accountable for the impact they have upon their team.
The grading of this simulation exercise will be based on the following:
A. Final Report and Presentation (10% and 10%)
Each team will maintain a record of its activities including such things as strategic positions taken, assumptions employed, decisions made, the outcomes of those decisions, and changes that were necessary. Based on this information, each team will report on its Capstone experiences in the form of a written report and a 15-minute presentation.
Your Report is not intended to be an academic paper. It should be summary describing your company’s results and effectiveness. It should be typed, double-spaced, and ten-page maximum, not including attachments and appendices. This written Report will be the basis for your presentation to the class.
The Report should include, at a minimum:
1. Your company’s initial Executive Summary and Vision statement.
2. A comparison of your emergent strategies with the original intended strategy.
3. An evaluation of intended and emergent strategies with respect to the company’s external environmental threats and opportunities and your organization’s internal strengths and weaknesses.
4. An analysis of your market and competition.
5. Description of the strategic decisions you made over time, why you made them, and how you implemented them.
6. A discussion of what you learned from your experience, what worked well, and what you will do differently in the future.
The Presentation grade will be based on the professionalism of the presentation - was it informative, accurate, believable, and coordinated?
B. Peer Evaluation (5%)
Occasionally there are students who don’t carry their weight in getting the work done. Hopefully, the peer evaluations will solve this. If a majority of the team still feels that there have been serious problems in getting some members to contribute, please discuss this with me and the grades may be adjusted.
C. Simulation results (5%)
Final simulations results will count 5%.