Fall 2010
Business Policy and Strategy
MGT 491 -- 01
Tues and Thurs—12:00
Bryan Building 202
INSTRUCTOR:
Terrie Reeves, Ph.D.
Instructor: Dr. Terrie C. Reeves
Office: Bryan Building 369
Phone: 336 256-8591
Email address: tcreeves@uncg.edu
Office hours: 3:30 – 4:30 Thursday or by appointment. You may talk with me after class, and via
email. I try to answer all emails from students within 24 hours.
TEXT
Dess, G.G., Lumpkin, G.T., & Eisner, A.B. (2008). Strategic Management: Creating Competitive
Advantage (5th Ed.). New York: McGraw-Hill Irwin.
Required cases and occasional required articles will be posted (or the URL will be posted) on
BlackBoard.
In addition to class time, I will communicate with you via email through BlackBoard and I will post
notices on BlackBoard. Please check BlackBoard and your email regularly. In order to learn
everyone’s name quickly, during the first weeks of classes, I will probably take your photograph.
CATALOGUE COURSE DESCRIPTION:
Capstone course in top management policy and strategy determination. Students learn to
integrate various business functions and to develop skills and judgment in solving problems of the
organizations as a total system in relations to its environment.
Prerequisites: MGT 301, 309, 312, and 330; MKT 320; FIN 315; ISM 280: SSM 320; senior standing;
admission to approved major.
COURSE GOALS:
This is a course about organizational strategy and about how organizations become
competitively successful. The first goal of course is to facilitate your understanding of strategic
management concepts, theories, decision support techniques, and tools. Secondly, a goal of this
course is to help you develop your analytical abilities and your abilities to think critically and
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strategically in analyzing management situations while using strategic management concepts,
theories, decision support techniques, and tools. Thirdly, the course is designed so that you can
integrate and synthesize knowledge, skills, and experience from previous courses and jobs.
APPROACH USED IN THE COURSE:
Your ability to become an effective, successful, and entrepreneurial strategic manager who
is able to make good decisions for your organization will depend on more than simply memorizing
facts. Likewise, a good grade in this class will not depend only upon memorization. Your grade
will depend on your ability to critically analyze business situations, using your prior course work
and your professional experience in conjunction with decision support tools, and on how
convincing you are in presenting your ideas--supported by facts and analysis.
Your opinions are valued in this class and you are encouraged to voice them! Everyone
benefits from hearing different viewpoints.
COURSE OBJECTIVES:
1. Understand the strategic issues and policy decisions facing businesses and how current
management concepts address these issues.
2. Understand and describe the strategic management process and the difference between
strategic analysis, strategy formulation and strategy implementation.
3. Acquire an understanding of how to use new and existing knowledge to analyze "real
world" cases and by so doing, to understand the complexity of strategic issues.
4. Elaborate on how strategic plans and policies are integrated, implemented and controlled
and to comprehend the culture and ethical factors that influence these management
activities.
5. Analyze new knowledge and use existing knowledge to conduct strategic and competitive
analysis using various tools (e.g., five forces model, SWOT analysis, Portfolio matrix
models) in a variety of industries.
6. Evaluate the formulation of business and corporate level strategies, the different business
and corporate strategic types, alternative actions, and make sound strategic decisions
using what-if analysis.
7. Discuss the leadership tasks associated with implementing and executing company
strategies, and the action managers can take to promote competent strategy execution.
8. Assess the role of government policy in creating incentives and disincentives for a variety
of competitive condition for both domestic and international competition.
9. Demonstrate how the various pieces of the knowledge they have acquired in their
functional-oriented business courses fit together, and discuss why the different parts of a
company's business need to be managed in strategic harmony for the company to operate
successfully.
10. Synthesize and apply the concepts and analytical tools exposed to in the course by
participating in managing a company through a business simulation game or by
conducting a strategic and competitive analysis of a company, both individually and as a
member of a group.
COURSE PHILOSOPHY:
I commit to making the course as enjoyable as possible as part of the learning community, and
I will work hard to make the class successful. (For additional information about the UNCG
learning community, you may go to
http://www.uncg.edu/bae/faculty_student_guidelines_sp07.pdf.) But it is not possible for me to
make the course successful without you. In exchange for my very best efforts, I make some
assumptions about your efforts.
 I assume that students taking this course are willing to learn new materials, to react and
respond to materials their classmates and I present, to debate the issues explored in class, and
to actively participate in their own learning and in the learning of their classmates.
 I assume that students are willing and able to work on projects independently, although I am
always available for consultation if needed.
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
I assume that students taking this course will devote the time and effort required to complete
assignments by the dates specified. The workload for this class will be quite heavy—remember
that the course is your capstone course, the course in which you can practice “putting it all
together.” You should be prepared to spend about 5 hours each week outside of class, a
couple of hours to read the assignments, a couple of hours to find and prepare individual
cases, and a couple of hours working on your team’s projects. Spent the preparation time
required and see if you don’t find the course to be rewarding and enjoyable.
CLASS POLICIES AND PROCEDURES
Attendance: You must be present in class in order to join in class discussion and
participation, which will be a large part of your grade. Coming in more than 10 minutes late or
leaving more than 5 minutes before the end of class will count as an absence (unless you make
prior arrangements with me and I consider your reason for being late or leaving early appropriate).
Electronic Devises: I do not answer my cell phone or text during class time, and I expect
that you will show your classmates and me the same courtesy. Your cell phone and all other
electronic devises must be silenced and put away out of sight. There are two exceptions listed
below, but otherwise, if I see you interacting with any electronic device in class, or if your cell
phone makes any noise in class, you will fail this class unless you bring cookies (at least two
cookies per person) for everyone in the class meeting following the one in which you were
electronically rude.
Exceptions to Electronic Devises policy: Laptop computers will be used for classroom
activities occasionally and we may use clickers in the class. Unless I have asked you to work
on your computers, close your computer until I ask you to use it. If I ask you to answer
questions via clicker, you should respond—correct clicker responses will add to your
participation points.
BLACKBOARD
Most course documents will be posted to BlackBoard. In addition, I may communicate with
you through BlackBoard or make announcements on BlackBoard. Please make sure your preferred
email address is used by BlackBoard. Access to and frequent checking of BlackBoard will
contribute to your success in this course.
The course will use a variety of methods and assignments as listed directly below and in
“Class Schedule.” Please be aware that the “Class Schedule” is tentative. The on-line version
posted on BlackBoard will reflect any changes to the schedule, so be sure to check it! Criteria for
earning points are also posted on BlackBoard.
ASSIGNMENTS:
General instructions for assignments:
All assignments require that you express yourself understandably in English. If English is not your
first language and/or you are not as fluent in English as in another language, please take
advantage of the Speaking Center or the Writing Center, whichever is appropriate. Points will be
subtracted for poor use of English.
If you did not complete an assignment by the due date as noted in the topic and assignment
schedule, you cannot hand it in later.
All assignments are due at the beginning of class unless otherwise noted.
TEAM ASSIGNMENT
Team Case Presentation (worth 200 points): Students analyze a company approved by the
instructor and present the results of their analysis in order to develop expertise in analyzing
business situations, and to contribute to the learning community in the classroom. Businesses
used in this assignment will help contribute to the Mission, Vision, and Values of the University of
North Carolina at Greensboro’s Strategic Plan for 2009-214 (http://uncgtomorrow.uncg.edu/ then
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click “Strategic Plan”), and will further Strategic Areas 2 and 4 (especially, 2.1, Natural Products
Pharmaceuticals and/or Nanopharmacology, 4.1, “. . . companies prepared to meet economic,
environmental, and social challenges within the emerging knowledge-based economy,” and 4.2, “. .
. development of artistic and cultural communities as well as the regional economy” (UNCG
Strategic Plan 2009-2014).
Students will hand in a brief outline of their analysis plan in October and will give presentations
and hand in the final written analysis in November and December. To be successful at this
assignment, teams will do a complete strategic assessment of their chosen company including:
external analysis (minimally, general and industry), internal (value chain excellencies or company
capabilities/competencies needed for success), analysis of what governmental entities or political
pressures will impact the company and development of strategies for dealing with those entities,
and analysis of control mechanisms needed for the business. Finally, you must convincingly
present your analyses and finding to your classmates in one half hour.
Your grade will be based on thoughtfulness and completeness of the outline, the depth and clarity
of your analysis, the use of appropriate materials from the text and from your research sources,
the logic of your conclusions based on your analysis, the clarity and pursuasiveness of your
written document and presentation, and the thoroughness with which you cite all your references.
You must cite ALL of your sources in the body of the text, including web pages and any other
electronic sources, using APA style. For help on APA style, go to the UNCG Library web site
research tutorials (as demonstrated in class). Any quote from an article, or anything that you cutand-paste from any on-line or hard copy source must be enclosed in quotation marks and followed
by a citation that includs the page number. All references, including individuals if you speak with
individuals, will be included in a bibliography, in APA style, at the end of your paper.
Every member of each team must submit a peer evaluation form about every member of the team.
Please note that no one on any team will get a grade for the team case until I have a completed
evaluation from all team members. The form is on BlackBoard. You may submit it electronically
to me via email attachment, you may leave it under my office door, or you may give me the hard
copy in class.
Firing a team mate: There may be students who consistently fail to perform their share of the
work or who consistently underperform while the project is being developed and researched.
Teams may take actions to insure that the team’s overall grade is not impacted by such persons.
Unacceptable behaviors include, but are not limited to, missing scheduled face-to-face or on line
meetings, failing to appropriately complete project sections as agreed upon by the team by the
time set. Actions a team must take in order to “fire” a member are as follows:
1. The whole team will meet with the underperforming member to discuss the
problems and issues. In addition to discussing the problems and issues, the team
will write out the issues and the team’s expectations of the underperformer going
forward and will provide a written time during which he/she will be allowed to
improve. A copy of the meeting’s written documentation will be given to the
underperformer and a copy will be sent to the instructor.
2. If the person’s performance does not improve after the time determined for
improvement during the meeting (see 1. above), the team may request a meeting
with the instructor to discuss the issues at hand. The instructor will then request a
meeting with the underperformer(s).
3. After these meetings, and after time has been allowed for the person to correct the
issues, if the underperformer is still not fulfilling his/her team responsibilities and
not contributing appropriately on his/her team task(s), with the approval of the
instructor and the documented “just cause,” the team will be given the authority to
“fire” the under-performer(s),
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If a student is “fired” from a team, he/she will receive a score of “0” for the project. No make-up
work is available in lieu of this assignment.
INDIVIDUAL ASSIGNMENTS:
Introduction (possible points 20). Students post a head shot picture and compose a three
paragraph descriptive essay about themselves to accompany the picture in order to introduce
themselves to their peers and to foster a classroom learning environment. Criteria for this
assignment are posted on BlackBoard.
In-class discussion participation (possible up to 100 points): Students will participate by asking
appropriate questions and making appropriate comments in order to contribute to a learning
environment, and to clarify and increase understand of concepts of strategic management and its
analytical tools, techniques, and theories. Participation is a substantial portion of the class grade,
so students will come to class prepared to discuss the assigned materials, especially to cases.
Grading will be based on evidence of a) thoughtful deliberation about the topics and cases, b)
reasoning that can help others understand the topics, and c) correct use of the terms we learn.
We may also use clickers in the classroom—to be discussed on the first day. If we decide to use
clickers in class and if you correctly answer questions via clicker, you will gain participation
points, but to get all the points, you must actually speak up in class.
Individual case analysis (three analyses @ 33 points each plus one “free” point to total 100
points): Students will choose an appropriate article about a company and analyze the strategic
situation of the company in order to understand the strategy process in real companies, to
perform a strategic analysis, to identify business strategies, to discuss managerial tasks, and to
understand government policies’ impacts on business.
Grading will be based on the appropriateness and accuracy of your analysis given your chosen
article, the use of appropriate theories, tools, and vocabulary, the clarity of the logic used in the
analysis, and clarity with which you write out your analysis. Specifics are posted on BlackBoard.
Please remember: Use facts from the article and your analysis of those facts to support your
writing; do not use your personal opinions. You must cite ALL of your sources in the body of the
text, including web pages using APA style. For help on APA style, go to the UNCG Library web site
research tutorials. Any quote from case, or anything that you cut-and-paste from any on-line
source or from your article must be enclosed in quotation marks and followed by a citation
including the page number. If you use anything beyond your article for you individual case
analysis, all references will be included in a bibliography, in APA style, at the end of your paper.
Two Examinations, each worth 200 pts, for total a possible 400 points: There will be two
examinations (timed closed book exams as noted in the Schedule). The most likely format for the
exams will be multiple choice with a few short answer questions. The object of this assignment is
to allow you do demonstrate your mastery of the material covered in the class. We will do practice
questions in class each class session.
GRADING:
Introduction
Participation in class discussion
Individual case analysis (3@ 33 pts each)
Exams (2@100)
Team company/case presentation
TOTAL
Grades will be assigned as follows:
Points Accrued
Letter Grade
5
20
100
100
400
200
820
From
770
750
725
700
675
645
610
580
555
540
510
509
To
820
769
749
725
699
674
644
609
579
554
539
0
A
AB+
B
BC+
C
CD+
D
DF
ACADEMIC INTEGRITY IS TAKEN VERY SERIOUSLY IN THIS CLASS!!
You are responsible for knowing and following the academic integrity policy of UNCG. Any
breaches of academic integrity policy will result in the maximum sanctions allowed under the
policies! I really mean it! The academic integrity policy of UNCG can be found at
http://academicintegrity.uncg.edu/complete/
In addition to many other things, being bound by the UNCG academic integrity policy means that
you have not plagiarized anything or cheated on any assignments.
We will discuss plagiarizing in class. Please come talk with me or talk with a librarian if you have
any questions about academic integrity! There is no reason for you to cheat in this class, so please
don’t do it.
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Topic and Assignment Schedule (subject to revision, especially toward the end of the term):
Assignments due at the beginning of class on the dates in that row unless otherwise noted
Date
Aug 24
Topic
Introduction and analyzing
cases
Aug 26
Aug 31
Other assignments due
Strategic Management
Reading Assignment
Chapter 13
Article as listed on
BlackBoard
Chapter 1
An Aging Audience: The
Broach Theatre
The External Environment
Chapter 2
Sept 9
Got Milk? Agri-Mark, Inc.
and the US Dairy Industry
The Internal Environment
Chapter 3
Sept 14
East Central Ohio Trucking
Sept 16
Intellectual Assets
Chapter 4
Sept 21
Sept 23
Sept 28
Sept 30
Business Level Strategies
Chapter 5
Chapter 6
Oct 5
Corporate Level Strategies
Respironics
Teams finalized
International strategies
Hand in External environmental analysis of a
company
Hand in External environmental analysis of a
company
Hand in Internal environmental analysis of a
company
Hand in Internal environmental analysis of a
company
Hand in Intellectual Assets analysis of a
company
Hand in Business Level analysis of a company
Exam
Hand in Corporate Level analysis of a company
Hand in Corporate Level analysis of a company
Oct 7
Antrix Corporation Limited
Oct 14
Team meetings
Oct 19
Entrepreneurial Strategy
Chapter 8
Oct 21
Oct 26
Chapter 9
Oct 28
Control
TBA: either HP or
Community Bankshares
Organizational Design
Nov 2
Nov 4
Leadership
Entrepreneurship
Chapter 11
Chapter 12
Nov 9
Nov 11
Nov 16
Nov18
Nov 23
Nov 25
Nov 30
Dec 2
Dec 9
Presentations by teams
Presentations by teams
Presentations by teams
Presentations by teams
Thanksgiving
Presentations by teams
Presentations by teams
12 noon – 3:00
Sept 2
Sept 7
Chapter 7
Introduction Assignment due by 5:00 to
BlackBoard
Hand in International strategy analysis of a
company
Hand in International strategy analysis of a
company
The name of your company, your plan for
analysis, and several information sources you
plan to use in the analysis due by 5:00 to
BlackBoard
Hand in Entrepreneurial strategy analysis of a
company
Hand in Control analysis of a company
Hand in Control analysis of a company
Chapter 10
Hand in Organizational Design analysis of a
company
Hand in Leadership analysis of a company
Hand in Entrepreneurship analysis of a
company
Exam
Final
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