Course Syllabus: Spring 2015
MGT 491.03 – Business Policy & Strategy
Bryan Room 105
Instructor Information:
Lecturer:
Office:
Office Hours:
E-mail:
Phone:
Mr. Joseph Erba
Bryan #379
Wednesday’s 4-6:00pm and by appointment
jrerba@uncg.edu
336-256-8592
Required Text & Tools:
1.Strategic Management- Creating Competitive Advantages: by Dess, Lumpkin, Eisner & McNamara. 7th
edition (20014).,McGraw-Hill/Irwin,
Paperback version (no cases): ISBN: 978-0-07-763608-1 or
E-Version through McGraw Hill CourseSmart: (www.coursesmart.com) ISBN 978-0-07-7636081
2.Subscription to the Wall Street Journal (http:/wsj.com/studentoffer )
Additional reading will be assigned at the discretion of the instructor. Documents will be posted on Canvas or
provided in class.
COURSE DESCRIPTION:
Business Policy and Strategy (or Strategic Management) is considered the capstone course in your undergraduate business
education. The major focus of the course is about “strategy” and how the applications of strategic management, including
analysis, formulation and execution are employed to lead an organization to sustainable success. Central to the theme of
this course is the ability for students to recognize that an organization’s chances of survival and later, sustained growth
and success, lie in the ability to identify and understand those market forces that create change and how each organization
must adapt to survive. Only through a process of “strategic management” will a firm be able to address the competitive
marketplaces of today’s global economies.
As such, the course will be structured around defining the characteristics of a sound strategic management process.
Through analysis of external market forces and internal organizational challenges, students will begin to paint a picture of
organizational effectiveness. Next, the course will address the key elements in developing a strategy and how the
opportunity of “competitive advantages” becomes central to the firm’s existence. From there, the course will delve into
the issues, opportunities and challenges inherent when a firm attempts to implement a strategy formulated. How should an
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organization be structured to compete in its markets? How does a firm build its asset base (both tangible and intangible) to
better meet the demands of its market(s) and finally how does innovation play a significant role in the success of a firm?
As the capstone course, it has been designed to provide you with the opportunity to develop an essential leadership
tool….confidence in your ability to analyze issues and make decisions. You will have the opportunity to synthesize your
learning’s from previous business courses, including marketing, finance, operations, information systems and economics,
into a comprehensive management process.
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 conduct a strategic and competitive analysis of a company, both
individually and as a member of a group.
COURSE PEDAGOGY:
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Lectures/discussions lead by the instructor (on-line and face-to-face in class)
Business case analyses
Teamwork assignments focused on research, analysis and critical thinking .
Examinations
EXPECTATIONS:
The workload in this course is well above average and to some, heavy. The assignments posted dictate a heavy load of
reading and comprehension early in the term, along with teaming assignments that will be given. Accordingly, this course
will be among the most mentally taxing, interesting, demanding and hopefully, enjoyable of your undergraduate
experience. If you follow the assignments, do the required work on time and participate effectively in class and in group
assignments, the workload is very manageable. If you delay in putting in the initial effort you will most likely fall behind
early and forfeit a great learning opportunity and the chance for personal satisfaction. My pledge to you is that I will work
as hard as anyone else to make this course a success for you and the class, as a whole.
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GRADING EVALUATION:
1. Class Participation/Involvement
(including WSJ reviews)
7.5%
2. Assignments:
Case Briefs
Project Management chart
2 @ 2.5% each
Team-graded
5%
2.5%
3. On-line quizzes
10 @ 2% each
20%
4. Course Exams
3 @ 15% each
45%
5. Target Corporation Challenge
Case analysis
Document
15%
(Team Graded)
Presentation
5%
Grading scale for team-based projects and class participation grades (letter)
A= Excellent: indicates achievement of distinction.
B = Good: indicates general achievement superior to the acceptable standard.
C = Average: indicates the acceptable standard for meeting the course requirements.
D = Poor: indicates unacceptable work. Progress must be made to pass the course.
F = Failure: indicates failure to perform to a minimum standard of performance.
Exams will receive numeric grades. As grades are tallied for the year, they will be finalized in letter grade form, per the
chart below:
A+
A
AB+
B
BC+
98% - 100%
93% - 97.9%
90% - 92.9%
87% - 89.9%
83% - 86.9%
80% - 82.9%
77% - 79.9%
C
CD+
D
DF
73% - 76.9%
70% - 72.9%
67% - 69.9%
63% - 66.9%
60% - 62.9%
Below 60%
I. Class Participation/Involvement:
The weight of class participation is significant for the simple reason that “how” you present your thoughts and knowledge
is just as important as the content of your comments. The more you practice it, the better you become. You must get
engaged in the class and the discussions. Class participation is defined as active and consistent proactive involvement in
classroom discussions. It is not just about answering questions directed at you by the instructor. It is of paramount
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importance that each student prepares for the class by studying the assignments posted prior to the given class. Q&A
sessions by the instructor will be given to support your class participation grade.
Regular attendance is essential to your understanding and mastery of this course. Therefore you are expected to be present
and participate in every class. Attendance will be taken each class period (students must sign the attendance sheet, when
used). To receive any credit for attendance, you must attend the entire class. Occasionally circumstances occur that
prohibit attending a class. Even though absenteeism is discouraged, it is reasonable to assume an absence will occur
during the term. After three absences, you lose any opportunity for participation credit. There is no make-up or extra
credit processes to rectify absences. There are no “excused” absences (with religious observances & student
athletes/performers as the only exceptions, see below). Two late arrivals to class equal one absence. Any specific situation
must be discussed with the instructor prior to the missed class.
Failure to attend the first class of the semester is grounds for dismissal. At any time during the semester, if a student has
missed 30% or more of the scheduled classes to date, the student can be dismissed, for cause. Your final participation
grade can be adversely affected by the lack of support provided to your team projects (see “Performance Monitoring”
section below).
Note: I view attendance on days of case discussions and/or presentations as especially important class participation
activities.
Religious Observance:
The University allows for 2 excused absences each academic year for religious observances required by the faith of
the student. Students requesting a religious absence must notify the instructor of each absence 14 days in advance of
the date of the religious observance. The request must state in writing the nature of the religious observance and the
date(s). Student's participation must be confirmed in writing by an official of the religious organization. The instructor
will require the student to complete any test or assignment in advance of the originally scheduled date of the test or
assignment that is impacted by the absence due to the religious observance. The requirement for students to make
such requests for excused absences applies only to days when the University is holding class (see the University’s
announcement for further details).
UNCG Athletics & Performing Artists:
It is up to each athlete or artist to identify future missed classes at the start of the semester and notify me in writing
(e-mail) by no later than the second week of the semester. If your UNCG event interferes with an exam/assignment
you are required to submit the assignment/take the exam prior to the regularly scheduled date.
II. Assignments:
Required readings are to be completed by the due dates posted. Periodically throughout the semester students will be
required to complete and submit specific written assignments that will receive either an individual or team grade. Please
refer to the course “Schedule of Assignments” for due dates and Canvas files for specific instructions.
III. On-Line Quizzes
As your capstone class, this course requires your attention to the assignments posted and the discussions generated in
class. Short quizzes will be used to evaluate your successful completion of assignments. These quizzes will be available
on the course’s Canvas site, only.
Each quiz will consist of a short number of questions pertinent to the reading homework assigned. Each quiz will have a
specific time period to be completed and each will have randomized questions to address. It is each student’s
responsibility to complete the quiz during the time made available. There is no recourse for a missed quiz and no makeup or extra credit available.
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IV. Course Exams:
Three exams will be given during the semester covering subject matter from the text and other assigned reading material.
Each exam will hold the same weight in final grading. The exams will consist of multiple choice, true/false and/or short
essay questions.
There is no provision for make-up exams. It is expected that each student will complete the exams on the date and time
scheduled.
V. Course Project: The Target Corporation Challenge
Through the generosity of the Target Corporation, the major team assignment for this term will be the research and
strategic analysis of a specific issue or opportunity cited in a series of cases provided by Target Corporation. The class
will be broken into teams (min/max size to be determined by final class size) and students will be allowed to “post” into a
specific Target case of their choice (up to the maximum count allowed). Target is sponsoring financial rewards for the two
teams (1st & 2nd place) deemed to have developed the best solutions to their case topic (to be discussed in detail in class).
Each team will be required to conduct extensive research on their case of choice and develop the analysis, per the
instructions in the case document provided. The research conducted and final document developed by the student teams
will coincide with the topics of business policy and strategy studied throughout the semester as well as incorporating
learnings and experiences from prior Bryan School courses.
At the end of the semester, each student team will also be required to present their findings in class, as a group, in a formal
presentation format. A grading rubric will be provided during the semester.
Each member of the team has to present an equal portion of the case. The oral presentations carry a significant grade.
Considerable time should be allocated to practicing as a team, so that the presentation flows well from teammate to
teammate in an understandable and succinct way, as the story is told.
The team will receive one grade for the written document, and a separate team grade for the presentation portion. Also,
final course grades may be impacted by the Performance Monitoring process (see following explanation).
IV. On-Line Quizzes
As your capstone class, this course requires your attention to the assignments posted and the discussions created in class.
Short quizzes will be used to evaluate your successful completion of assignments. These quizzes will be available on the
course’s Blackboard site, only.
Each quiz will consist of a short number of questions pertinent to the reading homework assigned. Each quiz will have a
specific time period to be completed and each will have randomized questions to address. It is each student’s
responsibility to complete the quiz during the time made available. There is no recourse for a missed quiz and no makeup or extra credit available.
Performance Monitoring:
This section applies to any Group Work exercises.
In every teaming situation, issues appear. Yet, in today’s business environments “knowledge work” has become a key,
competitive position. You will be required to work effectively with people of different skill levels, interests and
motivations to succeed. As such, you will have the opportunity to do so in this course.
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Peer Evaluations (Exhibit 1): Each individual in a team will be required to complete a peer evaluation on his/her
teammates at the conclusion of the team project. This evaluation will be used to assess an individual’s contribution to the
project. I expect honest, professional assessments. In the case where a team member receives consistently inferior ratings
from his/her teammates, a person’s total course grade can be appropriately reduced. Similarly, consistently superior
ratings will be rewarded accordingly.
The “Trump” effect: In the case where a team member consistently underperforms during the development stages of the
project, action can be taken by the team, in sequential steps, as follows (underperformance includes but it not limited to
missing scheduled meetings, not completing agreed-upon assignments in the time required, etc.):
1. Team members meet with the underperformer(s), discuss the issues and clearly delineates the
expectations of the team. This meeting is documented and the notes of such are sent to the instructor.
2. If, after a reasonable period of time, determined by the team, performance does not improve, the team can
request a meeting with the instructor to discuss the issues at hand. At that time, the instructor will request
a meeting with the underperformer(s).
3. After such meeting and a reasonable amount of time to correct the issues has passed, the team will be
given the authority to “fire” the under-performer(s), with the approval of the instructor (supporting “just
cause”).
If a student is “fired” from a team, he/she will receive a score of “0” for the project document & presentation. No
make-up work is available to counteract this failing.
General:
ACADEMIC HONOR CODE:
By the singular act of registering for this course, you are agreeing to abide by the UNCG Academic Integrity Policy.
All written work submitted must be original and produced by the student/team for this class only. If you are for any reason
unfamiliar with the contents of the code, please review it on the school’s website link:
http://academicintegrity.uncg.edu/complete/. Violations will be pursued.
Academic Integrity applies to all aspects of MGT491. Please be aware that the following also constitute Integrity
Violations in MGT491:
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You may not be in possession of any unauthorized exam or related materials, including old exams.
No electronic devices are allowed to be on or visible during an exam.
Signing an attendance sheet for another student and/or failing to attend the entire class is a falsification of your
attendance and an academic integrity violation.
Once an exam begins, you are not allowed to leave for any reason until you have submitted the exam.
Falsification of any material used in the preparation or development of assignments is a code violation.
The Bryan School of Business and Economics has recently developed and accepted Faculty and Student Guidelines
focusing on the expected performance of each. Since these guidelines are new, please take the time to review them. They
can be found at the following link:
http://bae.uncg.edu/assets/faculty_student_guidelines.pdf.
Students with Disabilities: UNCG seeks to comply fully with The Americans with Disabilities Act and section 504 of the
Rehabilitation Act of 1973. Students requesting accommodations based on a disability must be registered with the Office
of Disability Services in 215 Elliott University center, 334-5440, www.uncg.edu/ods.
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Communicating:
For purposes of this course, I will request that you check your personal e-mail (E-Spartan) daily as well as Blackboard for
messages and/or assignments.
Inclement Weather:
UNCG will remain open during adverse weather conditions until and unless the Chancellor makes the administrative decision to
postpone/cancel class. Students can obtain details on those decisions by calling the Adverse Weather Line at 336-334-4400 or
accessing the website at: www.uncg.edu/iss/weather.htm.
Extra Credit:
There is no extra credit assignments scheduled for this course. If a situation presents itself during the semester, all students
will be given equal opportunity to participate.
Biographical sketch of Instructor:
Joseph Erba, Jr. is a full-time faculty member at Bryan School of Business & Economics at UNCG. His current
teaching of undergraduate and graduates courses at UNCG focus on the areas of business strategy, leadership
and entrepreneurship. During his tenure, he has developed a number of new programs and courses at UNCG,
including “Campus Entrepreneurs” which offers students the opportunity to start their own for-profit ventures
on campus. His on-going work with the Target Corporation has led to the formation of the “Target Case
Challenge” on campus, now in its fifth year of operation. His service work includes active participation with the
UNCG International Programs Committee, serving as faculty advisor and mentor to incoming international
students as well as sponsoring and participating in study abroad programs.
Mr. Erba is actively involved with numerous local, regional and national organizations to support and align their
interests in UNCG and our students.
Through his teaching, Mr. Erba was the recipient of the Bryan School’s Non-tenured Faculty Teaching
Excellence Award in Spring 2011.
Mr. Erba earned a bachelor’s (BSBA) and Master’s degree (MBA) from Babson College of Wellesley,
Massachusetts. During his 30+ years in industry, prior to joining UNCG, he gained experience in a variety of
fields including financial services (for which he earned the Chartered Life Underwriter and the Chartered
Financial Consultant designations) sales, marketing, operations, distribution, supply-chain management and
executive leadership. Among others, he has held the executive leadership position of Vice-President of Order
Fulfillment and Supply Chain Management for Steelcase, Inc. the world’s largest office furniture manufacturer,
as well as President and CEO of two organizations; Revest, Inc. of Atlanta, GA and Brayton International of
High Point, N.C.
Retiring from general industry activities in early 2005, Mr. Erba maintains a boutique business consulting
practice specializing in strategy development and implementation for small to moderate-sized businesses.
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Exhibit 1
PEER EVALUATION FORM
YOUR NAME: ________________________________________________
Team Name & No._________________________________________________________________
Assign a number between 1(low quality) and 5 (high quality) for the quality and quantity of each member's contribution
(see explanations below).
Quality:
Helps the team proceed by articulating ideas and proposals for consideration.
Engages in all team assignments and motivates team members to participate
Provides assistance when asked, treats all members respectfully
Helps to address conflict constructively in support of team cohesiveness
Quality of work meets the expectations of the group
Quantity:
Attended all scheduled meetings/discussions
Completes all assigned tasks by deadlines established
Completes his/her “fair share” of the overall assignment/project
Name: List yourself first
Quality Score
(1-5)
Quantity Score
(1-5)
Total Score
1. YOU
2.
3.
4.
5.
After completing this form, write a few sentences on the reverse side describing your perception of each member's
involvement, commitment and contribution to the TOTAL team effort. Do this carefully and thoughtfully. The person's
grade will depend in part, on your overall evaluation of their performance. Specifically, compare the tasks assigned by
the group to each person and his or her execution of these tasks.
You will not receive a grade for this course until this form is submitted to me. I will not share this evaluation with
ANYONE. Write your name on the form, fold it and turn it in at class.
11/2014
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