BA 498 (M-W)

STRATEGIC MANAGEMENT

COURSE INFO

I. PREREQUISITES

II. POLICIES

III. COURSE DESCRIPTION

IV. COURSE OBJECTIVES

V. COURSE METHODOLOGY

VI. WITHDRAWAL

VII. FLEXIBILITY

VIII. PERFORMANCE

IX. GRADING

X. COURSE REQUIREMENTS

        A. QUIZZES

        B. BUSINESS STRATEGY GAME (BSG)

        C. BUSINESS STRATEGY JOURNAL-PORTFOLIO

        D. BSG TEAM PRESENTATIONS

        E. CASE ANALYSIS

        F. CLASS PARTICIPATION

        G. CLASS ATTENDANCE

ASSESSMENT EXAM

XI . GUEST SPEAKERS

       COURSE NOTE

XII. SUGGESTED READINGS

COURSE INFO   (BACK TO TOP)

    Computer # 1248

        9:30 AM - 10:45 A.M. MW

        Room 600 - CS

 

    Computer # 1251

        2:30 P.M. - 3:45 P.M. MW

        Room 105 - CS

Professor: Dr. Marta Szabo White

Office: Department of Management, Suite 1014

College of Business Administration

35 Broad Street, Atlanta, GA 30303

E-MAIL: mwhite@gsu.edu

Website: http://www.gsu.edu/~mgtmsw/

Contact Numbers: 404/651-3400 (Management Department)

404/651-2895 (Office)

770/518-0048 (Home)

Office Hours: 1:00 P.M. - 2:00 P.M.  MW

Other Hours by Appointment

Withdrawal: March 5, 1999

Text: Hitt, M.A., Ireland, R.D. & Hoskisson, R.E. (1999). Strategic Management : Competitiveness and Globalization. (3rd Edition) Cincinnati : South-Western College Publishing.

Required: Thompson, A.A., Jr. & Stappenbeck, G.J. (1998). The Business Strategy Game: A Global Industry Simulation. (Player's Manual) (5th Edition) Chicago: Irwin / McGraw-Hill.

Suggested Readings: The Wall Street Journal, daily

BusinessWeek

Fortune

Forbes

Harvard Business Review

I. PREREQUISITES   (BACK TO TOP)

You must have completed, with a grade of C or better, the entire Junior core:

SEMESTER SYSTEM (MGT 3500, MK 3010, BUSA 2106, DSC 3100, DSC 3120, FI 3300), plus four upper level major classes prior to taking this class. If you do not meet these requirements, you may be administratively withdrawn by the Dean’s office.

II. POLICIES   (BACK TO TOP)

A. ATTENDANCE - Attendance is strongly suggested.

B. LATE PAPERS - NO late papers will be accepted.

C. "MAKE-UP" QUIZZES - NO "make-up" quizzes will be given.

D. PRESENTATIONS - NO "make-up" presentations.

E. PARTICIPATION - REQUIRED AND GRADED.

F. IMMEDIATE "F" - Any and all forms of dishonorable or unethical conduct related to academic work including but not limited to plagiarism, cheating on examinations, unauthorized collaboration, falsification, and multiple submissions will result in an immediate grade of "F" in the class. See the General Catalog for examples and definitions which clarify the standards by which academic honesty and honorable conduct are judged.

Absent special circumstances, these will be the policies of this class.

NOTE: All special circumstances must be documented in writing.

III. COURSE DESCRIPTION   (BACK TO TOP)

This is the capstone course in the College of Business Administration and is required of all seniors. The primary purpose of this class is to integrate the subject matter from business core courses and other disciplines. This class focuses on integrated approaches to organizational challenges in dynamic environments with few clearly defined boundaries. In order to gain a comprehensive view of strategic decision-making, you will be expected to blend your area of expertise with those of other students'. Business is inherently an "integrated" activity. Hence, no major functional area of an organization can be fully understood in isolation. While corporate functions have been broken apart for study, understanding the interactions and interrelationships between these functions is critical to understanding the synergy of strategic management.

The second major purpose of this class is to introduce you to a strategic perspective of business. Organizations are guided by strategic thinking and planning. This class will introduce you to the basic perspectives which guide organizational analysis, and the tools which facilitate these analyses.

Understanding roles in and contributions to organization-wide strategies will be critical for effective performance. Whether large or small, businesses need an integrated perspective in order to analyze competitors and industries. You will develop these skills as well as an appreciation for the roles of all managers in the formulation and implementation of organizational strategies.

The "WHAT," "HOW" and especially the "WHY" questions will provide you with insights about how "STRATEGY" affects everyone in the organization.

IV. COURSE OBJECTIVES    (BACK TO TOP)

The objectives of this course are as follows:

1. To develop thought processes and analytical skills critical to strategic thinking.

2. To build your skills in conducting strategic analysis in a variety of industries and competitive situations and, especially, to provide you with a stronger understanding of the competitive challenges in a global market environment.

3. To integrate concepts and models learned in previous coursework with real world situations, assessing business risk, competitive advantage and strategic options.

4. To help you become much more proficient in using personal computers for business analyses.

5. To gain experience in working effectively in groups by harnessing the diverse skills, abilities, and perspectives of individual group members.

6. To raise your consciousness about the importance of ethical principles, personal and company values, and socially responsible management practices.

7. To view the total enterprise as operating in an increasingly global market environment.

V. COURSE METHODOLOGY   (BACK TO TOP)

The central theme of this class will be the study and evaluation of systematic long-range management. Lectures, class discussions, case assignments and the Business Strategy Game (BSG) comprise the primary teaching vehicles used in this course. The BSG is a computer simulation which involves teams of students from different functional backgrounds. Your team will submit your BSG decisions weekly on the disk which accompanies The Business Strategy Game Player's Manual. These decisions should reflect your team's strategies.

Also, you must read the designated text material, case assignments and current issue of The Wall Street Journal/BusinessWeek/Fortune/Forbes/Harvard Business Review before each class session. Your quality participation is required for every class.

This is not a "lecture course." Hopefully, it will be an interactive and dynamic learning experience. This class provides a vehicle for creativity, communication, initiative and risk-taking. Strategic management is more than the set of tools you will acquire in this course. It is a philosophy and an approach to problem-solving.

NOTE: It is recommended that you develop an overall concept of strategy during the first two weeks of the quarter. One approach would be to scan the text ahead of the required assignments.

VI. WITHDRAWAL   (BACK TO TOP)

January 16, 1999 is the last day to receive a 100% refund if withdrawing from any or all classes (see revised refund policy). March 5, 1999 is the last day to withdraw and receive a "W," provided that you have a passing grade at that time, and have met all other requirements specified by the Registrar’s Office.

VII. FLEXIBILITY    (BACK TO TOP)

This course syllabus provides a general plan for the course; deviations may be necessary.

VIII. PERFORMANCE   (BACK TO TOP)

I will return quizzes/cases/assignments/reports as quickly as possible in order to provide you with timely feedback.

You may talk with me about your performance at any time. If you have any questions - ASK. I want to help you to perform as well as you can. If you have suggestions - MAKE THEM!

IX. GRADING   (BACK TO TOP)

LETTER GRADE ASSIGNMENT   (BACK TO TOP)

A = 90% - 100%

B = 80% - 89%

C = 70% - 79%

D = 60% - 69%

F = 0% - 59%

X. COURSE REQUIREMENTS   (BACK TO TOP)

The course requirements are as follows: thirteen (13) quizzes (of which the lowest quiz grade will be dropped); the Business Strategy Game (BSG); the BSG Journal-Portfolio; two (2) BSG Team Presentations; and one (1) Individual Case Analysis/Presentation; and meaningful contribution (participation).

A. QUIZZES    (BACK TO TOP)

Thirteen (13) Quizzes will be used to test your knowledge of the subject matter. The first quiz will be based on The Business Strategy Game Player's Manual. The remaining twelve quizzes will cover class material and reading assignments from the text. The quizzes will consist of multiple-choice/short answer questions. The lowest quiz grade will be dropped.

NOTE: "Make-up" Quizzes will NOT be given.

B. BUSINESS STRATEGY GAME (BSG) SIMULATION/COMPETITION    (BACK TO TOP)

As a member of a team , you will be responsible for running a company within a global industry setting. Your team will compete with others for market share and peak performance. The competition will last the entire quarter, each week representing one year in the simulation. There will be a total of five (5) BSG decisions due. Each week you will:

1. Turn in a decision disk with information on production, marketing, shipping, etc., that will determine your teams' outcomes in that year's competition. These will be due on Mondays at the beginning of class. It is your responsibility to make sure that your team's name and industry number are clearly marked on your team's disk.

2. Turn in a hard-copy report of your team's decisions, with all teammates' signatures on it to:

a. Signify that it was a team effort.

b. Show that you have each double-checked the accuracy of all data being turned in, and

c. Verify that you have taken notes and made entries into your Journal/Portfolio for that week.

3. Turn in a two page summary (outline format) describing the rationale for each decision. In this strategy statement, you should present your overall strategy, the rationale behind it, and how you feel your decisions will help you accomplish your goals. Initially, do the best that you can. Over the course of the quarter, the learning curve should take effect and your strategy statements as well as your actual decisions should become more sophisticated.

See the Schedule for Specific Dates

NOTE: Your BSG grade is determined from the GAME-TO-DATE score located in the Final FOOTWEAR INDUSTRY REPORT.


C. BUSINESS STRATEGY JOURNAL-PORTFOLIO    (BACK TO TOP)

In lieu of a comprehensive final exam, each team will turn in a journal-portfolio that describes and analyzes your team's decisions and results each week, and for the overall competition. (Note: if you are making the weekly entries, this assignment should not be an undue burden at the end of the course). The journal-portfolio must, at a MINIMUM, include the following (Every section should be in outline format):

1. An executive summary (outline format) that describes the strategy of the team, in terms of the firm's primary mission, objectives, its strategic positioning, its strengths and weaknesses and its competitive advantages.

2. A weekly/yearly log that discusses the strategy and tactics of the team, and which includes an analysis/diagnosis of why your team's strategies/tactics are succeeding or failing, relative to other teams' strategies. You may include the one-two page weekly summaries, here, which describe the decision-making rationale from year to year.

(Suggestion: you may want to expand on these strategy statements and analyze (a) Strategy and Expected Results (b) Actual Results (c) Actual vs. Expected.

3. A performance summary section in the form of spreadsheets and graphs that illustrate how the team performed in Key Success Factor areas, and how it did in terms of important outcome performance measures, such as market share and stock price, etc. (You should set up time-series graphs to track all of this information early.) Please include:

4. A presentation of a SWOT analysis of your team and the industry. [The opportunities and threats should be the same for the entire industry.]

5. A strategic group map(s) of the industry, with some explanation of why you chose the specific variables to include on the maps.

6. Additional value: Consider including something creative and unique to your journal, e.g., a value chain analysis; industry life cycle; BCG growth-share matrix; key success factors; cost of capital analysis; break-even analysis; decision support tools.

7. Optional: Constructively criticize the BSG and/or the BSG Manual.



JOURNAL GRADING GUIDELINES    (BACK TO TOP)

A = Integrated, comprehensive, and dynamic analysis; a strategy that is rationally supported and effective.

B = Working toward "A," but incomplete, some inconsistencies or misunderstandings; strategy has gaps, can be more effective.

C = Working toward "B," but with weaknesses in many areas, or major inconsistencies, or failure to address properly items needed for assignment completion.

D = Decisions turned in, little else; poor or no analysis of merit; lacking rationale or analysis; poor competitive strategy and little or no effective effort to remedy.

F = Failure to do assignment at threshold level.



It is imperative that you put effort into this journal-portfolio work, as this is the capstone element of the capstone course. Please do not include the Footwear Industry Reports.

Guidelines :

Table of Contents

20-25 pages (excluding Table of Contents/Models/Diagrams/References) in full sentence outline (typed, double-spaced) format

Numerous Graphs/Diagrams/Models

References, grammar and syntax are important and will be considered in grading

Use headings and subheadings to organize your journal

All models/diagrams/tables/graphs/exhibits should be referenced in the text, fully explained in the text, and underlined in the text (e.g. Model 1)

The journals will not be returned; therefore make extra copies for yourselves.

Late journals will NOT be accepted

Due: All BSG Journals are due on April 28, 1999.

D. BSG TEAM PRESENTATIONS    (BACK TO TOP)

Your firm is a public company and as such you are obligated to make public presentations of your strategy and to take questions from the public. Normally, firms do this at Annual Meetings and at presentations to investor groups and the like. As real firms, you will present your strategy positively, and you must be honest. You can avoid specifics to some extent, however, you have an obligation to be open enough that investors can make intelligent decisions. In the real world, if you are perceived as secretive or devious, your stocks and bonds will be abandoned, your prices will fall, your ability to raise capital will be reduced, and you may be on your way out.

Twice during the quarter you will be expected to make a 15 minute presentation about your firm's strategy and success in the Footwear Simulation. You will also have to answer questions from the "public" for 5 minutes. Groups will be evaluated on their ability to effectively communicate their strategy and their ability to answer "unstructured" questions about what they are doing, who their competitors are in each market, and how to effectively deal with these competitors. A single score will be given to all group members regardless of how many participate in the presentation directly. Computer presentations are required.

When making your presentations, keep in mind the following:

Be Honest
Be Clear
Incorporate Relevant Terminology
Organize Your Presentation
Be Creative
Be Prepared
Strive for Positive Delivery, Pace, Volume and Ease of Presentation
Use Appropriate and Effective Visual Aids
Be Enthusiastic
Synergism should be evident (group product better than sum of its parts)
Summarize
Answer all points clearly and succinctly


E. CASE ANALYSIS    (BACK TO TOP)

See the CASE ANALYSIS HANDOUT

Individual Assignment

One Case per Student

Cases to be determined

Full sentence outline (typed, double-spaced) format

15 pages (this is a Suggestion NOT a Maximum)

Model: One (1) Original Table/Chart/Graph/Decision Support Tool

NO LATE CASES will be accepted

  PRESENTATIONS ARE REQUIRED

As part of this case assignment, it is expected that you will present your case to the class on the due date specified in the case schedule. No subtractions from your case grade will be made if you complete your presentation. In the event that you do not make a case presentation and still turn your case analysis in on time, 10 % penalty will be deducted from your case grade for no presentation.

? NOTE: NA’s are NOT an acceptable response. Please answer ALL sections and all sub-sections of the case analysis handout. Most, but not all of the requisite information is contained within the case write-up. However, you will need to use other sources to supplement the case as it is written in the text, i.e. the library, the Internet, and your mind.

In the Performance Appraisal section, please identify the industry used to calculate your ratios. Also, please include NUMBERS for all of the ratios (Firm and Industry) and a DISCUSSION of one ratio per category (a total of four). Thus, you should discuss

one (1) LEVERAGE RATIO,

and one (1) ACTIVITY RATIO.

	Trend Analysis (Within company comparison for at least three years).
	Comparison to Industry Ratios (Within Industry comparison for at least three years).
	WHAT is happening and WHY is it happening.

A unique and relevant perspective.

Evidence of reflective and critical thinking.

A recognition of inherent trade-offs.

Building on other comments.

Movement of the discussion forward.