COURSE SYLLABUS--SPRING 2013

BA 4390: STRATEGIC MANAGEMENT: STRATEGY AND DECISION MAKING

DR. PATRICIA LAPOINT

OFFICE: C209A

TELEPHONE:  793-3855
e-mail: lapointp@mcmurryadm.mcm.edu

web address: http://www.mcm.edu/~lapointp 


OFFICE HOURS:

MW: 8:30-11; 12:00-1:00; 2:30-3:30
F: 9:00-11:00; 12:00-1:00


CATALOG DESCRIPTION: This course integrates the functional areas of business from the strategic management perspective. Emphasis is placed on the role of management in the formulation of strategy and strategy implementation.
This is the Capstone course for Business seniors who are in the last semester of their business program.

 
PREREQUISITES: YOU MUST BE A SENIOR IN THE LAST SEMESTER BEFORE GRADUATION TO ENROLL IN THIS COURSE

MGMT 3310; ACCT 2320; ECON 2320;

MKTG 3370; BA 3370; FIN 3340 AND/OR CONSENT OF THE INSTRUCTOR

COURSE OVERVIEW: The Capstone course is primarily a performance-based course in which students will use their functional expertise to develop strategic objectives/goals and strategy in order to make effective decisions. Through the use of a strategic management simulation, students will develop skills in managerial decision making for marketing, production/operations, finance, accounting, and quality management. In addition to the simulation of company operations, students will be expected to develop critical thinking skills through the use of strategic management case studies.

Unlike other business courses that concentrate narrowly on a particular function or piece of the business—accounting, finance, marketing, production, human resources, or information systems, strategic management is a big picture course. It cuts across the whole spectrum of business and management. The center of attention is the total enterprise–-the industry and competitive environment in which it operates, its long-term direction and strategy, its resources and competitive capabilities, and its prospects for success.

Throughout the course, the spotlight will be focused on the foremost issue in running a business enterprise: “What must managers do, and do well, to make the company a winner in the game of business?”  The answer that emerges, and which becomes the theme of the course, is that good strategy-making and good strategy-execution are the key ingredients of company success and the most reliable signs of good management. The mission of the course is to explore why good strategic management leads to good business performance, to present the basic concepts and tools of strategic analysis, and to drill you in the methods of crafting a well-conceived strategy and executing it competently.

You’ll be called on to probe, question, and evaluate all aspects of a company’s external and internal situation. You’ll grapple with sizing up a company’s standing in the marketplace and its ability to go head-to-head with rivals, learn to tell the difference between winning strategies and mediocre strategies, and become more skilled in spotting ways to improve a company’s strategy or its execution.

In the midst of all this, another purpose is accomplished: to help you synthesize what you have learned in prior business courses. Dealing with the grand sweep of how to manage all the pieces of a business makes strategic management an integrative, capstone course in which you reach back to use concepts and techniques covered in previous courses. For perhaps the first time you’ll see how the various pieces of the business puzzle fit together and why the different parts of a business need to be managed in strategic harmony for the organization to operate in winning fashion.

The Next Weeks Will Be Exciting, Fun, Challenging, and Filled with Learning Op­por­tunities. No matter what your major is, the content of this course has all the ingredients to be the best course you’ve taken—best in the sense of learning a lot about business, holding your interest from beginning to end, and enhancing your powers of business judgment. As you tackle the subject matter, ponder Ralph Waldo Emerson’s observation, “Commerce is a game of skill which many people play, but which few play well.” The overriding intent of the course is to help you become a more savvy player and better prepare you for a successful business career. We sincerely hope this course will prove to be instrumental in making you “competitively superior”, successful in your career, and much wiser about the secrets of first-rate management.

COURSE MATERIALS AND SUPPORT:

Required Course Materials:

TEXT:  CRAFTING AND EXECUTING STRATEGY, 18TH EDITION, THOMPSON, PETERAF, GAMBLE, AND STRICKLAND. This textbook can be purchased through the McMurry University Bookstore.

THE BUSINESS STRATEGY GAME ONLINE, 2009 EDITION, THOMPSON AND STAPPENBECK. The BSG Strategy Online simulation must be purchased through the publisher at: http://www.bsg-online.com. You will be given instructions by the Professor when you can register for the BSG on-line simulation. However, you must have a credit card to pay for the simulation directly to the publisher.

Case analysis support can be obtained from the publisher's website: http://www.mhhe.com/thompson . Click on the textbook and access Cases from the menu. You will then have access to the "Case Analysis Guidelines" and the Case specific assignment questions. In addition, you will find Resources posted on the course Moodle page to help you develop your case analyses. 

Students who plan to minor in Curriculum and Instruction should refer to the Texas Essential Knowledge and Skills for you subject area at: http://www.tea.state.us/index2.aspx?id=6148.

COURSE OBJECTIVES:

Course Objectives and Goals Linked to Which Departmental Program Goal(s): see below Linked to Which Institutional Goal(s) Evidence of Student Learning to Meet This Goal
To build knowledge and skills in conducting strategic planning and analysis Knowledge goals 1-9; Skills 1-5 #2; #4; #7; #8; #9 3-year strategic plan
case analyses
Learning Assurance Report--BSG
To integrate functional knowledge of marketing, financial, and operations management for effective decision making Knowledge goals 1-9; Skills 1-5 #2; #4; #7; #8; #9 Learning Assurance Report--BSG
To use and develop effective communications skills Skills #3 #2; #4; #7; #8; #9 Oral presentations and written case analyses
Learning Assurance Report--BSG
To develop effective leadership and team/collaborative skills Skills #5 #2; #4; #7; #8; #9 Learning Assurance Report--BSG

Departmental Program Goals

Knowledge-Students will understand:

1.Core Business Discipline
2.Economic concepts
3.Financial Statements
4.Basic Computer knowledge
5.Social processes, including decision making
6.Data collection and Interpretation
7.Interrelationships of issues in Business
8. Ethical Issues

9.Global issues in Business

Skills:

1.Use math skills
2.Use applicable computer software
3.Make effective written and oral presentations
4.Engage in critical thinking and problem solving
5.Develop leadership abilities and team collaboration skills
6. PATHWAYS TO PROFESSIONALISM

 COURSE POLICIES:

Attendance: Students are expected to attend class and participate in class discussions. Three hours of unexcused absences may result in an automatic administrative withdrawal from the course. If the attendance roll has been taken, a late arrival will count as an unexcused absence.

Late Arrival: Late arrivals to class are unacceptable. Please make sure you arrive to class on time. When case presentations are scheduled and the doors are closed, no one will be allowed to enter the classroom and disrupt the team presentations. If you have been denied access to the classroom due to lateness, it will constitute an unexcused absence.

Grade Determination:

Case 1 (oral)

100 points

Case 2 (written)

100 points

Company Presentations

50 points

BSG (Simulation)

300 points
Audience Participation in case presentations Q&A 20 points
BSG Individual Activity Level; peer evaluations; quizzes 80 points

TOTAL

650 points


Make-Up Work: Due to the fact that this is a performance-based course in real time, there are no opportuniies to make up work in this course. Deadlines for all assignments are rigid and inflexible.

+/- Grade System:

93 and higher

A

90-92

 A-

88-89

  B+

83-87

B

80-82

 B-

75-79

  C+

70-74

C

68-69

  D+

63-67

D

60-62

 D-

59 & below

F

Final Grades can be accessed on Campus Connect, McMurry Homepage, after grades are turned in to the Registrar's Office..

**The simulation grade will be based on the final team standing in the industry , performance by the team in year-to-year performance for all game years (trends), special emphasis on the last 4 years of the game (performance, standing, and trends), the strategic plan, and meeting the yearly key performance targets.

The individual component of the simulation grade will be based on peer evaluations, quizzes, and activity levels.

*** All students are required to take the CLA Assessment at the scheduled time. The CLA is one of the methods we use in the School of Business to assess different levels of competencies in the core business fields. There are no exceptions to the scheduled date of the CLA.  No grade will  be turned into the Registrar’s Office until the CLA is completed. All students are required to sit for this assessment exam. 

Academic Dishonesty:

Academic dishonesty will not be tolerated in this course. Academic dishonesty is defined as cheating, plagiarism, collusion, or other forms of academic dishonesty. Any student found to have committed academic dishonesty is subject to the conduct sanctions outlined in the Council Fire.

ADA (Americans with Disabilities Act) Compliance: McMurry University abides by Section 504 of the Rehabilitation Act of 1973, which stipulates that no otherwise qualified student shall be denied the benefits of an education "solely by reason of a handicap". If you have a documented disability that may impact your performance in this class and for which you may be requesting accommodation, you must be registered with and provide documentation of your disability to the Disability Services Office, located in Old Main Room 102. Arrangements will be made for students needing special accommodations.

Cell Phones, Calculators, and other Electronic Devices: All cell phones will be turned off during class time and remain hidden from view. If you are expecting an emergency call, please consult with me.
Under no circumstances will cell phones, PDAs etc. be allowed in class during examinations. If a cell phone goes off during class, you will be asked to leave the room and not return until the next class period. This will constitute an unexcused absences. This policy is in effect in order to maintain a distraction-free and considerate learning environment for all students. Please manage your personal lives and schedules so that you can "disconnect" for a short period of time while attending my class.


Laptops and Tablets: Unless the laptop or tablet computer is being used as part of the classroom learning process, all laptops and tablets will be turned off during class time.

MAJOR PROJECTS, REQUIRED ACTIVITIES, AND ASSIGNMENTS:

1. BSG Simulation--Team and Individual performance
2. analyze and present 1 case--Team.
3. analyze and write a case--Individual
4. attend class and actively participate in class discussions

TIME REQUIREMENTS:

THE BUSINESS STRATEGY GAME SIMULATION


TENTATIVE COURSE SCHEDULE:

DAY SECTION [FALL AND SPRING]

Mon Wed
Week of: January 14 Course Introduction;Chapters 1 & 2 same as Monday
Week of January 21: Review of BSG and Player's Guide Chapter 3
Week of: January 28 Chapter 4 Chapter 5
Week of: February 4; (for all BSG decision dates refer to the Decision Schedule) BSG Practice Year 11; Chapter 6
Practice Year 11 Results Discussion
Week of: February 11 (Year 11);
Case Analysis and Presentation
Lecture
Chapter 8 ; PATHWAYS TO PROFESSIONALISM
Week of: February 18
(Year 12); Chapter 10
Chapter 11
Week of: February 25 (YEAR 13);
TEAM A
OPEN
Week of: March 4 (Year 14) TEAM B TEAM C; 3-Year Strategic Plan due--Refer to Decision Schedule
Week of: March 18 (Year 15);
TEAM D

Company Presentations lecture
Week of: March 25 (Year 16);
TEAM E
TEAM F
Week of: April 1
(Year 17)
TEAM G
TEAM H;
Peer Evaluations Due: Refer to Decision Schedule
Week of: April 8 (Year 18);
Company Presentations Teams A & B
Company Presentations Teams: C & D
Week of: April 15 (Year 19); Company Presentations: Teams E & F
Week of: April 22 Year 20
Company Presentation: Teams G and H
Week of: April 29 Written Case due


NOTE: All due dates for the game years, 3-year strategic plan, and peer evaluations, and quizzes are located on the BSG Decision Schedule. Refer to the Decision Schedule for all due dates related to the BSG simulation.

EVENING SECTION (NO SPRING SEMESTER 2013))

January 17 Chapters 2,3 in text
January 24 Chapters 4,5 in text; Read all material in the Player's Guide
Janaury 31 Chapters 6,8
February 7;(for all BSG decision dates, refer to the decision schedule) Practice run for Year 11; Discuss Practice Run for Year 11
February 14 Year 11;Case Presentation Lecture; Chapter 10
February 21 Year 12; Chapter 11; PATHWAYS TO PROFESSIONALISM
February 28 Year 13; (TEAM H)
March 6 Year 14; 3-year strategic plan due (refer to the decision schedule for due date); (TEAM I)
March 20 Year 15; (TEAM J)
March 27 YEAR 16; (TEAM K); INFORMATION ON WRITTEN CASE
April 3 (Year 17); Company presentations lecture; Peer evaluations due (refer to decision schedule for due date)
April 10 (Year 18)
April 17 (Year 19); COMPANY PRESENTATIONS
April 24 (Year 20); WRITTEN CASE DUE
May 1 MFT ASSESSMENT

NOTE: ALL DUE DATES FOR THE GAME YEARS, THE 3-YEAR STRATEGIC PLAN, PEER EVALUATIONS, AND THE QUIZZES ARE LOCATED ON THE BSG DECISION SCHEDULE.