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THE UNIVERSITY OF NORTH CAROLINA AT GREENSBORO
The Bryan School of Business and Economics
Department of Management
MGT 491-04/04D: Business Policy and Strategy
Fall 2015
Instructor:
Office:
Telephone:
Email Address:
Office Hours:
Course Websites:
Dr. Zhonghui “Hugo” Wang
Bryan 369
Skype ID: wang_zhonghui@hotmail.com
zhonghui-wang@uncg.edu
By appointment on Skype
1) Canvas – https://canvas.uncg.edu
2) GLO-BUS Simulation – http://www.glo-bus.com
REQUIRED TEXT & MATERIALS
1. Dess, G. G., Lumpkin, G. T., Eisner, A. B., & McNamara, G. Strategic Management (DLEM),
7th Edition, 2014. ISBN-10: 0077636082 or ISBN-13: 978-0077636081.
2. Thompson, A. A., Stappenbeck, G. A., & Reidenbach, M. A., GLO-BUS: Developing Winning
Competitive Strategies. Participant’s Guide. 2013 Edition. Available either bundled with the
textbook at the UNCG Bookstore or online at http://www.glo-bus.com/. Please note that I would
form the group membership after the class begins.
3. Harvard Business School cases. Cases are available for purchase and download from Harvard
Business School Publishing. You need to register with the website at
https://cb.hbsp.harvard.edu/cbmp/register/3/HE+Individual/0/0
COURSE PREREQUISITES
MGT 301, 309, 312, & 330; MKT 309 (previously MGT 309) & 320; FIN 315; ISM 280; SCM 302
(Previously ISM 360) plus senior standing and admission to approved major — Note that these are
prerequisites, not co-requisites.
COURSE DESCRIPTION
Business Policy and Strategy (or Strategic Management) is considered the capstone course in your
undergraduate business education. It is first and foremost a course about "strategy" and concerned with
"managing for organizational success". The central theme of the Business Policy and Strategy (Strategic
Management) course is that a company’s chances for enjoying persistent or sustained competitive
advantage and/or profitability are greatly enhanced if and only if its managers (1) have an astute, timely
strategic “game plan” for running the company; and (2) implement and execute the game plan with
proficiency. We shall explore in some depth how and why a well-formulated and well-executed strategy
nearly always enhances a company's long-term performance through strategic content analysis and skill
building exercises.
The content portion of the course would be devoted to explaining what it means to think strategically
about a company’s situation and it would instruct the student in the formal tools and techniques of
strategic analysis, formulating a strategy, and then implementing it successfully. The skill-building
portion of the course is built around case analysis and simulation game. The purpose of the skill-building
portion is to drill students in the application of the key concepts and analytical techniques, and is designed
to help develop their ability to conduct strategic analysis, force them to exercise business judgment, and
provide them with experiential contact with strategic decision-making.
COURSE OBJECTIVES
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By the end of the semester, students should be able to:
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 managerial task 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 functionaloriented 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.
TIME REQUIREMENTS
The workload in this course is heavy. Therefore, we will be very busy. As such, you should plan to spend
a minimum of fifteen (15) hours per week on class (e.g., reading the textbook (2-3 hrs), watching video
lectures and taking necessary notes (3-4 hrs), preparing the case analyses (6-8 hrs), and gathering
information and preparing your Globus group project (3-6 hrs)). The course will have 3 or 4 deliverables
each week. The simple way to think about the time commitment is relative to the expectations for a 14week, 3-credit course is 6-9 hours. If you invest the right amount of time in the course, it will not only
be one of the most demanding, but also the most enjoyable course you will take in business school. It is
therefore, important that each of us work consistently and diligently to complete the objectives of the
course. I plan to work very hard in this course to make it a success, so I will expect you to follow the
following norms seriously. Deadlines will be strictly enforced as materials must be re-distributed to other
students for evaluation.
COURSE GRADING POLICY
The general grading philosophy is based on the following facts, assumptions and beliefs:
1. Based on your past performance, it is very likely that you should be able to pass this course in good
order (assumption). Therefore, there is no need to ‘weed out’ any low performers as a rule. Hence, it
is very likely that every student will pass this class in good standing measured as a ‘C-‘ or better;
2. Although every student has a theoretical chance to get a grade of “A” or “A-“ because I will not curve
the grades of the class, past experiences suggest that about 20% of students finish the course with
grades of ‘A’ and ‘A-‘.
3. The on-line course format is more time consuming and challenging for most students (fact);
4. The course will be graded according to the following table.
5. If you submit all deliverables, you are highly likely going to get at least a C- grade.
6. If you diligently contribute to each components of the course, your risk of low grade is low.
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Course Points
950 - 1000
949 - 900
Final Grade
A+
A
899 - 876
A-
875 - 851
B+
850 - 800
B
799 – 776
B-
775 – 751
C+
750 – 700
C
699 –676
C-
675 –651
D+
650 – 600
D
599-575
D-
< 575
F
Grading Rubric: Your course points will be based on the following criteria:
Assignments
Points
Quizzes (seven quizzes at 50 points each)
350
Individual case report
100
Individual research report
50
Group case report
150
GLO-BUS Simulation Exercises
350
Simulation quiz 1 (20 points)
Simulation quiz 2 (30 points)
Simulation performance (100 points)
3-Year Strategic plan (50 points)
Written report (100 points)
Peer evaluation (50 points)
Total for Online Sections
1000
Final grades can be obtained through the UNCG uncGenie immediately the grades are posted to the
UNCG Web site or sent to the Registrar's Office.
COURSE ASSIGNMENTS
1. Quizzes
There will be SEVEN quizzes on the material presented in class and from the textbook. The quiz is
open book/open notes. The quiz is an INDIVIDUAL activity.
Each quiz will consist of 15 questions (true/false, multiple choice). You will be given thirty minutes
(30 minutes) to complete each quiz, within a 24-hour period (from 12:00 AM (Midnight) to 11:59 PM).
You can select the time slot to take the quiz but you must finish the quiz within 30 minutes once you
start taking the test. You must finish and confirm answering one question before you can see the
next one. Once confirming your answer, you can no longer change it. The quizzes are not intended to
be cumulative, but the nature of the course material results in a de facto need for cumulative course
knowledge. As the quizzes times are posted well in advance, it is your responsibility to ensure that you
take the quiz during the assigned time slot. No make-up quiz will be given.
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2. Case Reports
Strategic thinking and analysis is best learned through practice. The cases we will study are about
real world business situations; they are an opportunity to both apply the concepts we discuss in class as
well as further develop our ability to think about business strategy. How much you get out of a case
depends on your preparation and active participation.
THERE WILL BE ONE INDIVIDUAL CASE REPORT, ONE INDIVIDUAL RESEARCH
REPORT, AND ONE GROUP CASE REPORT IN THIS COURSE. Cases are selected from Harvard
Business School cases which will cover several major topics in the course. Your case assignments can
be different from other students. I will inform you about your case assignments at least two weeks
before the due dates.
You will need to register and buy the cases from Harvard Business School Publishing. Cases are
usually priced at $3.95 (excluding taxes) each.
In your Individual case report and group report, you need to follow the following format:
Your individual case report must not be more than 1250 words.
Your group case report must not be more than 10 pages excluding cover page and appendices.
You must include a cover page which clearly identifies your name(s), section number, the word count
for the document (only for individual report);
All exhibit and graphs must be placed in the appendix.
Page/word limit is not applied to title page, tables, figures, appendices and references;
2 line spacing;
Times New Roman 12-point font;
1-inch margin all around (i.e., top- bottom-, left- and right-hand margins);
Use 8.5 x 11 paper;
Use page numbers;
Insert footnotes and proper citations where necessary.
In your group case report, you may be randomly matched with other students.
You will lose 5% of the assignment grade for violating any of the formatting rules. You will lose
points equal to 5% of the assignment grade for each violation.
3. Glo-Bus Simulation Exercises
Teams would be randomly formed for the Glo-Bus Simulation exercise. Each team will manage a
company, which would be required to make a set of decisions relating to the various functional areas in a
company in the simulation game, GLO-BUS. To learn the mechanics of playing the simulation, you will
need to read the Player’s Guide thoroughly. To register for the GLO-BUS simulation, I will form student
groups for the GLO-BUS simulation game and provide each student with her/his industry/company
registration code before the commencement of exercise. You will then have to go to www.glo-bus.com
and register for the simulation exercise. You will need to complete the registration process by paying with
a credit card (if you do not purchase the course textbook with a registration code embedded).
There will also be a practice round in which I will help you familiarize yourself with the dynamics of
the game. You will be evaluated on the following activities:
Two Simulation Quizzes (open-book, to be completed online by the due date shown in the
schedule).
Developing a 3-Year Strategic Plan on-line for Years 11 to 13 (Decisions 6 to 8).
 Articulate your team’s company’s strategic vision (in a couple of sentences);
 Set performance targets for EPS, ROE, Stock price appreciation, credit rating, and
image rating for each of the next three years;
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
State the competitive strategy the company will pursue in entry-level cameras and
cite data showing that this strategy is either currently on track or will require
substantial internal changes.
 State the competitive strategy the company will pursue in multi-featured cameras and
cite data showing that this strategy is either currently on tack or will require
substantial internal changes; and
 Develop a projected income statement that lays out projections of unit sales,
revenues, costs, and profits for each of the four geographic regions and for the
company as a whole for each of the next three years.
Simulation Performance: You will be awarded points based on how well your company meets its
different performance objectives in comparison with other companies in the same industry. Your
company’s performance will be based on five performance measures, with weights in parentheses: (a)
earnings per share (20%); (b) return on stockholders’ equity (ROE) (20%); (c) stock price appreciation
(20%); (d) the company’s credit rating (20%); and (e) corporate/brand image (20%). The Glo-Bus system
will assign you with a final Game-To-Date score at the end of the game. Your final overall Game-ToDate score will be scaled against the top performing team which will get the full simulation performance
score of 100. For example, if your team gets a Game-To-Date score of 90 and the top performing team
receives a Game-To-Date score of 100, then your final simulation performance score will be 90
(90=100*90/100). Therefore, it is imperative that you strive for the best possible performance in the
game even if your company falls in the last place in the ranking. Even if your company performs
relatively poorly in comparison with your competitors, you still have the chance to earn a decent
simulation performance score.
Simulation Meetings: Team members need to demonstrate that they can effectively schedule, plan
and document meetings. Ideally, team members should seek to have the highest quality encounter on-line.
Suggestions for meetings include: a conference call by Skype. Skype allows for three-way meetings
within its free application. Meeting also can be held through an asynchronous series of postings on the
discussion board in GLO-BUS. Irrespective of the meeting model, there needs to be an agenda prepared
(the plan) and minutes kept (documentation). With respect to scheduling, given the on-line nature of the
course, it is reasonable to expect your team members to respond within one business day to asynchronous
posts or within shorter windows if you should so agree. It may be beneficial to e-mail you team members
that you have posted a message.
A written report of a review of your company’s strategy and performance in the digital camera
industry at the end of the simulation. This report is a group assignment. The written report should at
least include the following in an integrated manner:
 Brief review of performance.
 Discussion of strategic vision
 Discussion of competitive strategy
 Comparison of actual competitive strategies with intended competitive strategy (if any).
 Examination of top management team decision-making processes. What planning and
decision process you used.
 Presentation of the general strategy you would use if the game was to continue for five
more years into the future.
 Discussion of what you learned from the experience.
The written report must not be more than 10 pages excluding cover page and appendices. The
report should be double-spaced with 1-inch margins all around and use only Times New Roman
fonts size 12 with all pages numbered. You must include a cover page which clearly identifies the
authors, company name, and section name. All exhibit and graphs must be placed in the appendix.
You will lose 5% of the assignment grade for violating any of the formatting rules. You will lose
points equal to 5% of the assignment grade for each violation.
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4. Glo-Bus Game Performance Monitoring
Peer Evaluations: Each individual in a Glo-Bus team will be required to complete a peer evaluation
on his/her teammates at the conclusion of the game. This evaluation will be used to assess an individual’s
contribution to the game. 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 game, 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 Glo-Bus game. No
make-up work is available to counteract this failing.
5. Readings
Readings are assigned for each section of the semester. You will be required to read from your
textbook and additional readings if possible. The additional readings will be supplied on-line. And it will
be your responsibility to read in preparation for the class activities. It is suggested that you keep a
notebook and take notes for each chapter of required reading to supplement the PowerPoint notes and
video lectures. If you require further explanation of the concepts in the textbook or have questions after
you read the book or PowerPoint notes, or any course-related question, post your question on the
discussion board under “Ask the Professor” so that other students in the class will have access to your
question and my response. I will respond to all course-related questions within 48 hours. All personal
questions should be sent to my email address and I will respond as soon as possible (usually within 24
hours). I will not respond to any course-related questions sent to my email address. This is the best way
to comprehend the material since you will not attend classroom lectures.
ADDITIONAL REQUIREMENTS
Written Assignments Policies
All assignments should be well organised, and well written. There should be no typing errors, spelling
mistakes, or grammatical errors.
Canvas and Electronic Communications
A number of course documents, including course lecture slides and readings, will be posted in Canvas.
Typically an electronic communication will be sent to the class indicating that a new posting has been
made through your UNCG email address. Having access to and frequently checking Canvas and your
UNCG emails will be important to your success in this course.
Because Canvas is a new system for the UNCG faculty and students, it is more efficient for you to
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seek technical support from the UNCG IT service (6-tech) should you experience any technical
difficulties.
Email Communications
For purposes of this course I will assume that you check your UNCG email daily. Thus, I assume you
will be aware of any communications or requests sent at least 24 hours prior to any assignment relating to
the class meetings. If you have any questions about UNCG email you can obtain assistance by calling 6tech during normal business hours or by asking for assistance in the Bryan School computer labs.
ALL ELECTRONIC COMMUNICATIONS WILL BE SENT TO YOUR UNCG EMAIL
ADDRESS. ALSO USE YOUR UNCG EMAIL ACCOUNT TO COMMUNICATE WITH ME AT
ALL TIMES. I WILL NOT RESPOND TO ANY ELECTRONIC COMMUNICATIONS THAT IS
NOT FROM A UNCG EMAIL ACCOUNT.
Inclement Weather
The University of North Carolina at Greensboro will remain open during adverse weather conditions
unless the Chancellor makes the administrative decision to make a schedule change. Students can obtain
details on those decisions from the Adverse Weather Line at (336) 334-4400 or the web address:
http://www.uncg.edu/iss/weather.htm.
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.
STATEMENT OF STUDENTS' RIGHTS AND RESPONSIBILITIES
As a student in this class, you have explicit rights and responsibilities. Your full understanding and
acceptance of the following rights and responsibilities can lead to more useful time in the class and more
effective learning.
You have the right to expect:
a) Your professor to be prepared for each class, to start the class promptly at the designated time
and to end the class at the designated time.
b) Your professor to teach all scheduled classes or to arrange for a qualified substitute if it is
necessary to miss class because of University or departmental approved commitments.
c) Clear statements of course expectations, policies, testing, and grading practices and student
performance.
d) Your professor to hold a reasonable number of office hours to discuss assignments or to assist
you with course matters.
e) Knowledgeable assistance from you professor regarding class assignments and course
contents.
f) Your professor's behavior to reflect equitable treatment, ethical practices, and respect for
human rights.
g) Opportunities to challenge ideas and defend your beliefs in a professional manner.
h) To be challenged so as to grow both academically and professionally.
i) Your professor to abide by University policies and to have fairness and clarity in the
evaluation of your performance.
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j)
Adequate opportunity to appeal any perceived violations of the above rights.
You have specific responsibilities to:
a) Plan your study and work schedule appropriately to allow sufficient time to do quality work
in the course. (Please review "Suggested Academic Workload Guidelines" for the Bryan
School of Business and Economics published in the UNCG Undergraduate Bulletin)
b) Attend each class on time and be prepared to discuss readings and participate in discussions.
c) Complete assignments by due date and submit quality work.
d) Understand and follow course policies as explained in class and in the syllabus.
e) Commit yourself to grow academically and professionally.
f) Work effectively and cooperatively as a team member on group projects as assigned.
g) Practice ethical behaviors and display respect for the rights of others. Please refrain from
eating, drinking, and wearing hats or caps in the classroom.
h) Contact your professor and discuss circumstances that my prevent you from achieving
acceptable performance and to make contact on a timely basis.
i) Fully understand and abide by the UNCG Honor Policy and other University policies on
student conduct.
j) Report observed violations of the UNCG Honor Policy.
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:
 You may not be in possession of any unauthorized exam or related materials, including old
exams.
 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.
SUGGESTED COURSE SCHEDULE / CHECKLIST
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You can also use the following schedule as a checklist to track your progress in the course.
The Canvas system has a calendar which is synchronized with due dates of the course.
Units containing readings and video-lectures are posted in the Learning Area in Canvas.
Surveys and quizzes are posted on the Canvas website.
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WEEK
Week 1:
Aug 17-21
Week 2:
Au 24-28
Week 3:
Aug 31-Sep 4
Week 4:
Sep 7 – 11
Week 5:
Sep 14 – 18
TUESDAY
Read syllabus
Explore Canvas course website
Read DLEM Chapters 1
Quiz 1 Due (Focus of Quiz is
Chapters 1 and 2)
Read DLEM Chapter 4
Quiz 2 Due (Focus of Quiz is
Chapters 3 and 4)
Quiz 3 Due (Focus of Quiz is
Chapter 5)
Week 6:
Sep 21 – 25
Week 7:
Sep 28 – Oct 2
Week 8:
Oct 5 - 9
Week 9:
Oct 12 – 16
Week 10:
Oct 19 - 23
Week 11:
Oct 26- 30
Read DLEM Chapter 7
Week 12:
Nov 2-6
Quiz 6 Due (Focus of quiz is on
Chapter 12)
GLO-BUS Decision 7 Due
GLO-BUS Decision 8 Due
Week 13:
Nov 9-13
Week 14:
Nov 16-20
Quiz 4 Due (Focus of Quiz is
Chapters 6 and 7)
Read DLEM Chapter 13
Fall Break
Quiz 5 Due (Focus of Quiz is
Chapters 10 and 9)
INDIVIDUAL RESEARCH
REPORT DUE AT 23:59 PM
Week 15:
Nov 23-24
GLO-BUS FINAL REPORT DUE
AT 23:59PM
Review DLEM Chapter 8 & 11
Quiz 7 Due (Focus of quiz is on
Chapters 8 and 11)
Week 16:
Nov 30-Dec 4
GROUP CASE REPORT DUE
AT 23:59 PM
GLO-BUS Peer Evaluation Due
THURSDAY
Read DLEM Chapter 2
Read DLEM Chapter 3
Read GLO-BUS Guide
Review DLEM Chapter 3 & 4
GLO-BUS Quiz 1 Due
Read DLEM Chapter 5
GLO-BUS Practice Decision Due
Read DLEM Chapter 6
GLO-BUS Decision 1 Due
Review DLEM Chapter 6 & 7
GLO-BUS Decision 2 Due
Read DLEM Chapter 10
GLO-BUS Decision 3 Due
INDIVIDUAL CASE REPORT
DUE AT 23:59 PM
Read DLEM Chapter 9
GLO-BUS Decision 4 Due
Read DLEM Chapter 12
GLO-BUS Decision 5 Due
Read DLEM Chapter 8
GLO-BUS Decision 6 Due
GLO-BUS 3-Year Strategic Plan
Due
Read DLEM Chapter 11
GLO-BUS Quiz 2 Due
TEAMS WORK ON GLO-BUS
FINAL REPORT
TEAMS WORK ON GROUP CASE
REPORT
Thanksgiving Break