St. Joseph’s University
Fall, 1999
Business Policy
MGT 6015.326
MGT 6015 is the capstone course in your graduate study of Business and Administration.
Class Time:
Thursday 6:30 - 9:10
Instructor:
Claire A. Simmers, Ph.D.
Office:
Mandeville Hall, Room 263 - St. Joseph’s University
Office Hours: SJU campus: Mon/Wed: 12-12:30
TuTh 10-11:15
Ursinus:
Thu: 6:00-6:30
Additional Hours by prior arrangement
E-mail:
simmers@sju.edu
Web Page: http://www.sju.edu/~simmers/
Course Info: http://www.sju.edu:81/MGT_6015_326
Simulation:
http://www.capsim.com
Phones:
MAN 263: 660-1106; Mgt Dept: 660-1630; Mgt Dept. FAX: 660-1229;
(H): 269-2931 (NOTE: all are 610 area code)
COURSE OBJECTIVES

To deepen your understanding of strategic frameworks facilitating learning between theory and
practice.

To strengthen your research, analysis, forecasting, and decision making abilities.

To enhance your ability to view the organization as a system of inter-related processes.

To provide you with an opportunity to integrate functional knowledge and skills.

To emphasize the importance of results that are generated from your thoughtful insights and actions.

To challenge your verbal, graphic, written, and electronic media communication skills.

To enhance your interpersonal abilities by interacting as a team in an organizational-like setting.






COURSE EMPHASES
Development of strategic thinking:
 Analysis -- Decision -- Results
 Communication -- Creativity -- Innovation -- Future Orientation
The roles and functions of a strategic manager:
 Enhancement of comprehension, communication, team, and leading skills.
External Analysis:
 Past - Present - Future analysis of:
-Economic Forces
-Social/Demographic Forces
-Political/Legal Forces
-Technological Forces
 Past - Present - Future data on:
-Industry and segments
-Competitive Forces
Internal Organizational Analysis:
 Assessment of organizational functions and competencies
The process of strategy formulation, implementation, and control
 Issues of interdependencies and integration of knowledge.
Competing in the 21st Century
 Globalization
 eBusiness
 Organizational Learning
1
St. Joseph’s University
Fall, 1999
Business Policy
MGT 6015.326
2
COURSE MATERIALS
Required Readings:
1. CAPSTONE; Team Member Guide ‘99. Registration on http://www.capsim.com
 Cost = $39.00
2. Other readings as assigned throughout the semester.
Optional Readings: Wall Street Journal, New York Times, Business Week, Fortune, Forbes, etc.
COURSE EXPECTATIONS
*Attendance and active participation (discussing and listening) in class. If you find you will miss more
than 2 classes, please see me.
*Any written assignments must be neatly typed, not exceeding specified page limits.
*On time submission of assignments.
*Adherence to the SJU Academic Honesty Policy.
COURSE PROCEDURE
Most strategic decisions, especially crucial ones, are made after consultation with key executives,
colleagues, and stakeholders in an atmosphere of committee deliberations and discussion. To
simulate this procedure, each student has the opportunity to select his/her own team. Teams will be
formed and will be as cross functional as the class roster allows. Team management is as important as
team task accomplishment. Consequentially, your team is required to submit a team contract the second
class; suggested issues to include will be discussed.
Team work is an important aspect of this course. Students who, for personal or job-related
reasons, are unable to work in teams are advised to consider this factor carefully before taking this
course. Keep in mind that the course involves a considerable number of team meetings and that teams
hold most of their meetings outside of the classroom.
Information technology skills are required. You’ll need access to information technology,
including the Internet. If you don’t have a comfort with the technology, that’s all right, this course will
enhance your skills.
GRADING
TEAM:
1. Performance in simulation
2. Situation Analysis using the simulation
 Part 1
 Part 2
3. Capstone Formal Briefing
INDIVIDUAL:
1. Individual Case
Grade breakdown
100.00 – 95.00
94.99 – 90.00
89.99 – 86.00
85.99 – 80.00
79.99 – 70.00
below 69.99
A
AB+
B
C
F
50pts.
05pts
05pts
10pts
30pts
100pts
St. Joseph’s University
Fall, 1999
Business Policy
MGT 6015.326
3
COURSE REQUIREMENT DETAILS
 TEAM: Business simulation: CAPSTONE – 70 pts. http://www.capsim.com.
The Business simulation CAPSTONE effort is divided into three (3) parts:
Part 1. Performance in simulation (50pts).
Each team has to manage and analyze their own CAPSTONE company and has to develop and
implement strategic concepts. Your management team will make decisions about various aspects for a
given period of “simulated time”. It is expected that all management teams meet regularly in person and
electronically to analyze the strategic position of the company, discuss the issues, problems, etc, and
make decisions for the next “year”. The results for each company are returned every week to the
corresponding team for analysis and discussion.
I start with the assumption that everyone is going to give at least a reasonable effort. Therefore
everyone starts with a “B” for the capstone simulation. Reasonable effort is defined as:
1. Preparation and participation in team activities inside class.
2. Being a functional team member as evaluated by peer evaluation (format available in the
simulation).
 The objective of the confidential peer evaluation is to remind all team members that
identical grades are not guaranteed. I will accept team evaluations at face value but will
use my own discretion in judging the objectivity of the evaluations and each individual
performance. I will be reviewing individual contributions. If significant problems surface
there may be further questions asked of the team.
3. Evaluation of the effectiveness of the simulated company (evaluation questions will be
provided).
4. Electronic threaded discussion participation
 Answer two questions and respond to two responses from others in the class/team.
If, based on the above, you do not give a reasonable effort in the simulation, your grade could
drop for this portion of your grade.
To be considered for a higher grade than “B” (i.e. “B+”, “A-“ or “A”) you have the following
opportunities.
OPTION 1: POSITION PAPER on one set of macro environmental factors (economic,
socio/demographic/cultural/, political/legal, or technological) with attention to global issues and forecasts
(using numbers). Choose the set of factors most influential on, or of interest to, your current
career/position/job/organization. Length: 10 typed pages (excluding references).
OPTION 2: ACTION PLAN on a current strategic issue. Review a current strategic issue being
discussed in the popular press and present a detailed action plan for addressing that issue from the
perspective of the top management. Length: 10 typed pages (excluding references).
If you have met the criteria for a B (as listed above), your grade on this portion will reflect the
grade you earn on the grade enhancing option. If you receive less than a “B” on the simulation
performance, you are not eligible for grade enhancing.
Grade on performance
C/F
B
B
B
B
B
Grade on Position Paper or Action Plan
no option available
none submitted
B or less
B+
AA
Grade for simulation
C/F
B
B
B+
AA
(50%)
St. Joseph’s University
Fall, 1999
Business Policy
MGT 6015.326
Part 2. Situation Analysis using the simulation (10pts total)
 Part 1 – due before Round 1
 Based on Chapter 4 in the Capstone Team Member Guide
 Provide the following:
1. A perceptual map
2. Demand Analysis
3. Capacity Analysis
4. Margin Analysis
5. Consumer Report
6. Analysis of the above reports (1-2 pages)
7. Written mission for your company
8. Quantitative long term objectives in 7 areas
 Worksheet will be given to you
 Part 2 – revision/restatement of above reports,
 Adding a competitive assessment
4
05pts
05pts
Part 3. Capstone Formal Briefing- (10pts)
Each team is to prepare a briefing on the CAPSTONE simulation. Briefings are to be no more
than 30 minutes and this time limit will be strictly enforced. Power point (or similar presentation software)
is required. Each team member needs to present. Details will be discussed in class. Submit copy of
briefing via email (simmers@sju.edu) as an attachment before your briefing.
INDIVIDUAL: 30pts
Four (4) page maximum, individually written case analysis that must include:
1.
YOUR mission for the future of the organization.
2.
YOUR future three (3) year objectives for the organization.
3.
YOUR analysis and quantitative forecast of industry/segments and company.
4.
YOUR strategic decisions, i.e., actions, with results, to accomplish objectives.
5.
A three (3) year pro forma income statement (this is the fourth page).
NOTE: CASE is instructor assigned and is not based on a published case.
CRITERIA FOR EVALUATING ASSIGNMENTS
The following criteria will be used to evaluate your assignments:
1.
Evidence of higher level organization and presentation:
 presenting arguments and evidence,
 logically developing conclusions that are consistent with arguments and evidence that
you present,
 focusing on key points and not throwing in lots of facts that do not hang together,
 finding data, organizing it to provide information that is used to make decisions
 grammatical accuracy, punctuation, spelling, and
 professional appearance.
2.
Your ability to adequately express your grasp of the major concepts. In other words, your ability
to demonstrate your understanding of the strategic management concepts and skills covered in
class and in the text as appropriate guidelines for each assignment.
3.
Your attention to academic integrity
I AM AVAILABLE FOR
INDIVIDUAL/TEAM DISCUSSION
Please, let’s talk about either individual or team issues
St. Joseph’s University
Fall, 1999
Business Policy
MGT 6015.326
5
COURSE OUTLINE
1. 09/02
Introduction
-Team Formation
-Introduction to CAPSTONE simulation
2. 09/09
What is…?
--Team Contract Due
--Register at http://www.capsim.com
--Team Member Guide
3. 09/16
Internal Assessment:
Value Creation
Situation Analysis – Part 1 due
4. 09/23
Internal Assessment:
Functions, value chain,
competencies/resources
Debrief Round 1.
Round 2 decisions due by: 9:00am, Wed, 09/29
5. 09/30
External Assessment:
-Competitive Analysis
-Industry Analysis
External Assessment:
Macro-Environmental Forces
and:
 eBusiness
 Globalization
Debrief Round 2.
Round 3 decisions due by: 9:00am, Wed. 10/06
Strategic Analysis and Choice:
Directional and Adaptive
Strategies
Strategic Analysis and Choice:
Market-entry and Positioning
strategies
Debrief Round 4.
Round 5 decisions due by: 9:00am, Wed. 10/20
Implementation:
-Learning and unlearning
-Operational Strategies
Evaluation and Control
Debrief Round 6.
Round 7 decisions due by: 9:00am, Wed. 11/03
6. 10/07
7. 10/14
8. 10/21
9. 10/28
10. 11/04
Round 1 decisions due by: 9:00am, Wed, 09/22
Debrief Round 3.
Round 4 decisions due by: 9:00am, Wed. 10/13
Situation Analysis – Part 2 due
Debrief Round 5.
Round 6 decisions due by: 9:00am, Wed. 10/27
Debrief Round 7.
Round 8 decisions due by: 9:00am, Wed. 11/17
Optional Potential Grade Enhancer
Paper due
11. 11/18
Leadership
Corporate Governance
Debrief Round 8
12. 12/02
Capstone Simulation Briefings
Individual Case Analysis due
13. 12/09
Capstone Simulation Briefings
Discussion of Individual Case
Peer Evaluations Due Electronically
NOTES:
 I reserve the right to modify the schedule if conditions warrant.
 Listen/Watch for inclement weather changes