M & IS
44285 SECTION 020
POLICY/STRATEGY
KENT STATE
UNIVERSITY
SUMMER II 2004
DR. JAY
WEINROTH
Course
Syllabus
OFFICE HOURS,
ETC.
My office is on 4th
floor of the
PURPOSE OF
COURSE
M & IS 44285 is the
required "capstone" course for all students graduating with a BBA
from the College of Business Administration at Kent State University. As such
it is intended to provide opportunities for students close to graduation to integrate
the knowledge of their four years in our program into an overview of how to
manage an organization so that the organization maximizes its performance in a
competitive marketplace.
INFRASTRUCTURE
INFORMATION
1. Registration. You must be
officially registered and paid up for tuition on the registrar's records to
receive a grade for any course on your transcript. Students who are not duly
registered in any course by the registrar's deadline will be automatically
deregistered and will not receive an official grade until the problem is
corrected. For any questions, see the Undergraduate Programs Office in BSA
107. June 16 is last day to avoid late
penalties for tuition payment.
2. Last day to withdraw from
an individual course in Summer II 2004 without penalty is July 19.
3. Disabilities. Any student
with a disability as recognized by the university office of Student Disability
Services is entitled to have special needs provided for. Please notify me
immediately if this applies.
4. Grade grievance. If you
believe that you have been graded unfairly in any course, there is an official
university policy with specific procedures to be followed. The first step is
always to talk with your instructor about the problem. Otherwise the various
university officials will send you back to follow this first step. Note that
the office of the University Ombudsman, Greg Jarvie, provides advice for you in
these matters.
5. Cheating. Cheating
includes copying another student's work as your own or allowing someone else to
do this, and turning in material that you have copied from a source other than
your own words without acknowledging this by quotation marks and a citation of
the source. Penalties provided by university policy for this infraction can be
a failing grade for the assignment, a failing grade for the course, and
disciplinary action.
6. Missed class and/or
assignments. You are expected to attend all sessions of this class. If you miss
a quiz, you will not be allowed to make up that quiz unless you have an
appropriate excuse, including the unfortunate events of illness documented by a
doctor's written statement, death in the immediate family, or other events of
similarly serious nature as determined by the instructor. Note that you are
allowed to drop one of your seven quiz grades so this amounts to one allowed
unexcused quiz missed. In keeping with the length of an eight week course, team
written assignments will have the grade dropped by ten points for each day late, excluding weekends.
TEAMS
Student teams will be formed
on our first day of class, based on the students' academic majors or minors --
Accounting, Business Management, Computer Information Systems, Economics,
Finance, Human Resource Management, Marketing, Operations Management. To have
teams of proper size we will merge some of these categories. Some work will be done in teams or on a team
basis throughout the course, but all grades received will be for individual
work.
BASIS OF GRADE
The following grading scale
will be used:
90 and above = A
80 and above = B
70 and above = C
60 and above = D
below 60 = F
Rounding will be up for
decimal values at or above 0.5 and down from decimal values below 0.5. If the
class average for any quiz is below 75, everyone's grade will receive extra
points to bring the class average to 75. No curve adjustments will be made for
the distribution of final grades.
Your grade consists of 100
points, as follows:
·
Seven quizzes @ 8 points --
lowest grade or missed grade dropped
.48 points
·
Two team progress reports @ 10
points
..20 points
·
Two team presentations of a
case @ 16 points
32 points
·
Your grade for your team
progress reports and your team presentations is for what is turned in under
your name and what you present personally.
WEEKLY UNITS
Your textbook is subtitled
Concepts and Cases. Each of the chapters in the book presents concepts --
leading ideas, principles, procedures -- for the management of an organization.
The second half of the textbook presents rich, detailed accounts of various
cases involving real world organizations. In this class we will study some of
this generous supply of learning material in seven units. Each unit will
involve a textbook chapter (concepts) and a textbook case. From the start the
chapter material will provide you with insights and ideas for dealing with the
related case, and this will increase for you as we progress through more
material.
The following structure will
apply to each of our units.
Day 1
·
Teams meet in class with the
instructor to work on in-class presentations.
·
Powerpoint review of the
chapter
·
Each team will be asked study questions and in
turn ask questions and provide information and comments on the concepts of the
chapter from the perspective of their management function (accounting, etc.).
In our small summer class, every member of the class will contribute
individually to this discussion.
Day 3
·
Each team will be asked
study questions on the assigned case, perhaps specifically from the perspective
of their management function. Study questions will be provided in links to the
dates in the course schedule in this online syllabus.
·
Students will complete an
essay quiz on the concepts of the Day 2 chapter and FACTS from the Day 3 case
-- a test of how carefully you have read the material. Questions on the quizzes
may require you to focus on your team's management perspective. ALL QUIZ
QUESTIONS WILL BE ESSAY, AND SPELLING, GRAMMAR, AND ESPECIALLY COMPLETENESS OF
SENTENCES AND CONNECTIONS BETWEEN IDEAS WILL COUNT.
·
Brief review of the quiz before class
concludes for the day.
TEAM
PRESENTATIONS
During the last week of class, each team will do two in-person presentations, analyzing a case from the textbook and giving their recommendations for a competitive strategy. Two specific cases will be picked by the class, from any of the cases in the textbook not already assigned for study. Each team will give a presentation on BOTH of these two cases. The analysis to be followed will use as many of the concepts from the chapters we have read and as many techniques we practiced for the cases reviewed in class as fit into a coherent and convincing presentation. Presentations will be done using powerpoint slides. Teams are responsible for their own powerpoint work, but may ask the instructor for help if needed.
Each member of the team is responsible for her or his own part of the powerpoint presentation and the analysis that goes into that part of the presentation. Each team member will give the talk related to his or her part of the presentation. Each team member is graded individually on his or her work in the presentation. HOWEVER, all members grades will be affected not only by their individ
ual work but by how well the entire presentation hangs together as a team effort.
Finally, your separate team presentations on the same case are NOT in competition with one another. Rather, they are complementary. In other words, the team that is focused, by virtue of its members academic majors, on, for example, accounting, finance, and economics, will present a different perspective from that of the team that is focused on management, marketing, and information systems. Cross-departmental collaboration is a big plus in todays firm. In a similar way, your separate team presentations should present to upper management a variety of contributions to the firms ultimate STRATEGIC decision process. The conclusions of your presentations on the same case may well be quite different based on this functional difference.
Presentations will be graded based on the following criteria:
1. Clear identification and examination of a central strategic question
for the firm .
2. Presentation and cost-benefit
evaluation of alternative solutions as to the firms future strategic agenda
and demonstration of superiority of the preferred solution.
3. Coverage of relevant issues
about the firm in particular and its industry in general.
4. Demonstration of how the data you present impacts the
firm's strategic situation
5. Demonstration of the data's importance to the
firm's strategic agenda.
6. Details and currency with respect to the data
presented.
7. In-depth use of the major concepts of
strategic analysis mission & vision, forces of competition, SWOT, value
chain, competitive analysis, competitive strategy.
8. Graphic quality of presentation, including
grammar and spelling.
9. Focus on the management perspectives for your particular
team.
10. Clarity of ideas presented.
These case analyses will be presented using power point slides and oral
presentation. They are not submitted in
writing. However, your progress
reports, discussed in the next section, ARE to be submitted on disk.
PROGRESS REPORTS
At the assigned dates each
team will turn in Progress Report # 1 and Progress Report # 2. These are to
be turned in on disk as Word files.
Both reports will have as their heading the team's management function,
names of the team members, and the case being analyzed. Progress Report #1 is
on the first case to be presented and Progress Report # 2 is on the second case
to be presented. Each individual team member's part of the report is to be
identified under her/his name.
Your teams progress report
is a preliminary edition of your actual in-class presentation. Its early due date is designed to help you
to be ready with competent and detailed results at the in-class
presentation. It also gives the
instructor the opportunity to give you early criticisms of your eventual in-class
presentation so that you can correct shortcomings in time. So, to the best of your abilities, put
everything in your progress report that you intend to include in your in-class
presentation.
For each section of your presentation, the
person responsible for that section writes that part of the Progress Report and
is individually graded on it. Also,
while the final in-class presentations are power point slides only, the
progress reports will be shared with the other teams by being placed on the course
web-site.
SCHEDULE OF CLASS MEETINGS, ASSIGNED READINGS, AND ASSIGNMENT DATES
MONDAY OF EACH WEEK IS RESERVED FOR TEAM WORK SESSION IN THE CLASSROOM
WITH THE INSTRUCTOR
Special Monday dates:
June 14 intro to the course, identify teams, conflict resolution
inventory
June 21 first team meetings, class picks the cases for the in-class
presentations
July 5 holiday, no class
Unit |
Day & content |
Day & content |
Day & content |
1 The five tasks of executive mgmt. |
Tuesday, June 15 |
Wednesday, June 16 |
Thursday, June 17 QUIZ 1 |
2- from mission to stratetic vision |
Tuesday, June 22 |
Wednesday, June 23 |
Thursday, June 24 QUIZ 2 |
3 the forces of competition |
Tuesday, June 29 |
Wednesday, June 30 |
Thursday, July 1 QUIZ 3 |
4 SWOT, value chains, & competitive analysis |
Tuesday, July 6 Chapter Four -- Evaluating Company
Resources & Competitive Capabilities |
Wednesday, July 7 Case # 6 Dakota Growers Pasta |
Thursday, July 8 July 8 EBayProgressReport
QUIZ 4 PROGRESS REPORT # 1 DUE |
5 strategies of competition |
Tuesday, July 13 Chapter Five --Strategy and Competitive Advantage study questions |
Wednesday, July 14 Case # 10 |
Thursday, July 15 QUIZ 5 |
6 e-Business |
Tuesday, July 20 Chapter Seven -- Business Models & Strategies for the Internet
Economy |
Wednesday, July 21 Case # 20 Fedex corp Structural transformation through e-Busiiness |
Thursday, July 22 QUIZ 6 PROGRESS REPORT # 2 DUE |
7 staffing & development |
Tuesday, July 27 Chapter Eleven -- Building Resource Strengths & Organizational
Capabilities |
Wednesday, July 28 Case # 19 Nucor Corp in 2001 Growth in the troubled steel industry |
Thursday, July 29 QUIZ 7 |
8 teams present in class |
THE FOUR DAYS OF THIS WEEK WILL BE SCHEDULED FOR THE TEAM
PRESENTATIONS |
|
|