Organization Strategy
BUSA 4322 Section 042
Spring 2006
Instructor: Dr. Liliana Pérez Nordtvedt
Class meets TR in COBA 251 from 9:30-10:50a.m.
Office Hours: 1:00 – 2:00 p.m. TR COBA 215 or by appointment
Office Phone: 817-272-3858
Email: Use email account at WebCT. See below how to access WebCT.
Course Outline and Objectives
The focus of this capstone course is to understand, from a practical point of view, how top managers develop
strategies and policies that allow their companies to operate in their business environments. We will concentrate
on analyzing the different aspects of formulating, implementing, and evaluating strategies (i.e., the strategic
management process). The interrelationships among the various phases of business, including the human aspects,
will be emphasized in order to stress the need for functional integration at the top levels of management.
Consideration will also be given to the political and economic environment (domestically and internationally) that
surrounds the business firm. The purpose of the course, therefore, is to encourage you to think as top managers,
integrate the business skills you have accumulated in your other business classes, and apply them in the analysis of
cases. This class will provide you with tools to critically analyze what other top managers did and/or should have
done to make their organizations more successful.
After completing the course you should:
1. Have an understanding of what strategic management is and what it involves (through lecture series,
readings in text, and exams).
2. Have an understanding of how businesses function in the real world and what managers go through when
making decisions.
3. Have the ability to analyze a company and write a related report.
4. Understand how the domestic and international environment affects the operation of an organization and its
ability to be successful.
Note: This class will be time consuming. It will require work outside of the classroom at both the individual
and the group level. Although a lot of learning occurs in the classroom, a great deal of writing as well as
group meetings will be expected outside the classroom.
Teams for Casework
Case preparation will be conducted in teams of 4-6 students depending on the size of the class. You will be on the
same team for all assignments throughout the semester. Teams should be formed by the second week of class.
Required Books
1. Dess, G.G., Lumpkin, G.T., and Eisner, A. 2006. Strategic Management: Text and Cases. Second edition.
McGraw-Hill Irwin.
2. Powerpoint presentation materials may be accessed at WebCT.
Grading Method
This class consists of 3 main components: 3 Exams, Case Studies and Attendance and Participation.
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Course Grading
1.
Exams
Exam 1 (individual effort)
Exam 2 (individual effort)
Final Exam (individual effort)
3.
Case Studies
Company Audit Report and Presentation (group effort)
Case Participation (individual effort)
4.
Class Attendance and Participation (individual effort)
____________________________________________________
Total
(20%)
(20%)
(15%)
(25%)
(10%)
(10%)
100%
The final grade will be based on the requirements explained above. The letter grade that you obtain in the course
will be based on the numeric grade you obtain as follows:
A
B
C
D
F
90-100
80-90
7080
60-65
BELOW 60
IMPORTANT: Please note that you need to obtain a 90.00 or above in order to obtain an A, an 80.00 or above in
order to obtain a B, etc. This means that a grade of 89.6 does not constitute an A, a grade of 79.6 does not
constitute a B, etc. You need to obtain an exact 90.00 or above to obtain an A, an exact 80.00 and above to obtain a
B, etc. I will not round up under any circumstances.
Class Attendance and Participation (10%)
Attendance is expected at every class meeting. The participation of all students in the classroom is expected as it
contributes in a meaningful way to understanding the subject matter. No make up will be provided for missed
classroom activities. Students will receive a grade of zero on assignments on days that they miss (e.g., exams, case
analyses and presentation). This includes extra credit that may be given during the semester without advanced
notice. If extra credit was given, students who did not attend will not obtain such extra credit. Students who miss a
class are expected to consult with other students who attended to understand testable materials, activities or
assignments that were missed.
Exams (55%)
There will be 3 exams that will cover the material presented in class and the chapters assigned. The first exam
covers Lectures 1, 3-5 and Chapters 1-4. The second exam covers Lectures 6-9 and Chapters 5-7. The second exam
covers Lectures 10-13 and Chapters 9-10 and 12. Exams will be multiple choice, and will require a class period to
be completed.
Case Studies (35%)
Thirty percent of the grade corresponds to case study analyses and related exercises. This grade consists of 2 parts:
Case Participation, and 1 Case Company Audit analysis and Presentation. The cases that we will discuss
throughout the semester are:
1. Green Mountain Coffee Roasters (I may lead the discussion of this case) (p. 670)
2. Panera Bread Company (I may lead the discussion of this case) (p. 783)
3. Pixar Animation Studios (p. 793)
4. Chiquita’s Global Turnaround (I may lead the discussion of this case) (p. 589)
5. Samsung Electronics (p. 806)
6. Atari and InfoGrames Entertainment SA (p. 530)
7. Outback Steakhouse goes International (p. 764)
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8. Dippin’ Dots Ice Cream (p. 615)
9. Nokia’s Strategic Intent for the 21st Century (p. 751)
10. Ford Motor Company (p. 641)
NOTE: Out of the 10 cases mentioned above, teams will be required to select a case. The selection of the case for
audit and presentation will be done after the groups are formed. The selection of the case for audit and presentation
will be done on a first-come, first-served basis. If you form your group on the first day of classes and you select a
case for the company audit and presentation, you can let me know right away and I will assign this case to you.
Remember, the assignment of cases for audit and presentation will be done on a first-come, first-served basis.
Company Audit Case and Presentation (25%)
You will be doing 1 Company Audit for the case that you select (based on a first-come, first-served basis) and you
will also lead the discussion of such case through a presentation and the facilitation of Q&As from your classmates.
Guidelines for Company Audit case written report:
Each team will complete 1 Company Audit on 1 case. The company audit is based on Wheelen and Hunger
(2004)1 detailed method called the Strategic Audit to analyze companies/cases. The Company Audit format will be
posted on WebCT. I strongly encourage you to bring a copy of the company audit to class on the day that it will be
discussed so that you can ask questions about it. Please keep in mind that the Company Audit is very detailed and
requires a great deal of time to work through it. Start early!
General guidelines for Company audits:
1. The report should address all the sections in a meaningful and analytical way. Do not just summarize the facts
in the case. The report should be an analysis of the company. Facts should only be used to support positions.
For example, Position: The company is not doing as well as in the past; Fact: Profitability has declined 10% in
the last year.
2. When giving suggestions for action, be specific. These suggestions should be feasible.
3. If you have more than one answer to a question, you may be constrained by space limitations. If so, pick the
answer that you consider to be the best.
4. Students are expected to demonstrate correct and effective oral and written communication skills. A lack of
good spelling, grammar and punctuation will adversely affect students’ grades. These rules are firm because
professionally managed enterprises do not accept spelling or grammatical errors in written or presented
materials as these diminishes the company’s reputation.
5. The most difficult guideline: USE AN OUTLINE FORMAT (e.g., A. B. 1. 2. a. b. bullets, etc). Business
reports should get to the point. They should provide sufficient background, but not be overly wordy. If you
want people to read your reports at work, make sure every word is important. Delete those that do not serve a
purpose. There is a premium on complete and cogent thought, not complete sentences.
Depending on the case, the page limit will be a bit more problematic, however, your report should not exceed 15
pages (single-spaced, 12point). Ten pages are probably sufficient but you may require more. If the information of
the case is insufficient to complete the Company Audit, you are expected to do external research. For example,
external research may be necessary when completing the environmental scan. You are also required to do a
financial analysis of the company. The Appendix to Chapter 3 (p. 102-112) has a discussion and examples as to
how to do financial analysis of a company to determine its financial health. The class, the textbook and your
extensive training in multiple functional business areas should be sufficient to prepare you for this work. In
addition, if you have any questions, do not hesitate to come by my office during office hours or set an appointment.
The Company Audit is due the day of the case, at the beginning of the class.
Guidelines for Strategic Audit Case presentations
1
Wheelan, Thomas L. and Hunger, J. David, 2003, Strategic Management & Business Policy (Ninth Edition), Upper Saddle River, NJ: Prentice Hall.
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1. The teams that present are in charge of the class that day, which means they will not only present but will also
answer questions and ask questions in the class. Therefore, the team may want to meet and arrange something
in advance in order for the discussion to look more professional.
2. Your presentation must not be about the case. Everybody should have read the case so we do not need you to
tell us what we already read. You need to do external research and make it interesting by telling the class things
that were not in the case.
3. Please make sure your presentation is not limited to talking about the Company Audit. Make sure you ask the
discussion questions posted on WebCT from the rest of your classmates. You need to encourage the class to
participate. If you think about it, this will take away some of the load of presenting. Please make sure you
present the main points and try to lead the class into a discussion. Create dialogue.
4. The more organized you are, the better it will be (e.g., who will go first, what A/V you will use, if you are
going to give a brief overview of the case and the like). Even though you are multiple people, probably in
charge of different topics for the presentation, act like one coordinated team when presenting!
5. All team members need to be in class. If you do not attend, your team will get the grade they earn; you will
receive a zero for presentation (which will dramatically lower your grade).
6. Please try to use the A/V equipment. PowerPoint is a typical tool used in business presentations, so you should
strongly consider using it for your presentations.
7. Pretend you are in a business setting... after all, you are in a business school and you will soon go out and get a
job. Try to dress and act the part accordingly!
8. You need to present as if you were consultants who went to the firm and did an audit for it. Therefore, you
should present as external auditors and not as people who work for the company. For example do not say “In
Dell, we are very proud of our customization of the product,” instead say “Dell does an excellent job in product
customization.”
9. The teams that present/ask questions/etc will have 70 minutes (1 hour and 10 minutes). I suggest you present
in 30-40minutes and devote the reminder of the class to the discussion and engaging of your classmates.
Remember that they also have a case participation grade that day.
10. Although you should use the discussion questions posted on WebCT to ask your classmates, you may also
create questions on your own. These questions should be analytical. For example, an appropriate discussion
question would be “How can Dell improve its current performance” as opposed to “Who is Dell’s CEO.”
11. After your 70 minutes are up, we will have 10 minutes where the rest of the class (including me) will give you
some feedback (both positive and negative) as to the presentation. This part should be taken as something that
will allow you to improve your future presentations (i.e., change where you need to and keep the positive things
that you are doing). Remember that college is where you want to make your mistakes and learn from them.
12. Manage your time. You want to have enough time to cover your presentation and to have Q&A.
13. Although it is acceptable (recommended) to use notes, absolutely avoid reading; use notes as a guide.
Case Participation (10%)
If you do not come to class when a case analysis is going to be discussed, you will get a zero on case participation
that day. Case participation is not limited to attending your teammate’s presentation. Talking is a must in order to
get a good grade so you have to read the case in order to make a contribution to the discussion of the case. Because
everybody has to read the case, participating should come natural. The team that is presenting will give all ample
opportunities for participating and talking in class. The main topics of discussion for every case will be the
discussion questions posted on WebCT. Disagreeing is ok. Good arguments are encouraged. Everybody is expected
to get involved in the discussion and contribute.
Guidelines for case participation
a. Make points that are relevant to the discussion
b. Make points that are linked to the comments of others
c. Make comments that add to our understanding of the case
d. Make comments that show careful reading and understanding of case
e. Make points that are analytical and not simple repetitions of facts
f. Do not repeat what others have already said
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g.
Do not make detrimental comments. All comments should be constructive.
Peer Evaluations
Members of each team are required to submit a written evaluation of their peers for their contribution to the
successful achievement of their team’s goals. Each student should turn in a his/her own peer evaluation.
Peer evaluations are to be submitted through WebCT in an email listing the names of the group members
(including yourself) and their grades (see below for the information the email should contain and for guidelines as
to how to grade your teammates under “Peer Evaluation Format and Instructions”). I will not accept peer
evaluations submitted in class. It is recommended that you submit your peer evaluation form the same day you turn
in the written copy of the case study. Remember to justify grades lower than 95. A copy of the peer evaluation
form is on WebCT as well as at the end of this syllabus.
The grade each member receives in his/her group assignments (i.e., short case analyses and strategic audit) will be
adjusted according to the average of the peer evaluations of each group member. There are specific deadlines for
their submission (see schedule) and turning them in after the deadlines will result in you receiving a zero for your
own self-evaluation; not submitting the peer evaluation can negatively affect your grade greatly.
Peer evaluations should be in my email inbox no later than 2pm on the due date (i.e., whenever it says Peer
evaluation due in the syllabus).
WebCT
WebCT is an online educational tool we will use during the semester to help us communicate and administer the
class. I will post the course PowerPoint presentations and any announcements or changes that may come up during
the semester in WebCT. It is your responsibility to check it at least twice a week in order to be informed of
any changes or material that may be added.
In addition, I would like you to use WebCT to email me or other students in the class for all matters pertaining to
the class. WebCT can only be accessed by University students and our site only by students enrolled in the class.
Only you will have access to the course materials and email used by those enrolled in the class. WebCT has a
variety of tools including discussion boards, chat, and resource links. It is private. Each team will have a private
discussion board that no other class members can view so you can communicate as a team even when you’re not on
campus or meeting together. However, chat IS NOT private in the sense that other class members can see what
you write, so don’t disclose confidential airline company information here.
To use it, just go to:
1. http://webct.uta.edu/webct/public/home.pl
2. Click on "Log in to myWebCT."
3. Your WebCT ID is your: FML**** (first, middle, last initials followed by last four digits of their social). For
example, the WebCT ID for John J. Smith, ID number 123456789, is jjs6789.
4. Your default password is a combination of your birth date and the first two digits of your UTA ID number. It is
in the following format: mmddyyss. For example, the default password for a student with a birth date of
February 9, 1964 and ID number 123456789 would be 02096412. The first time you log in you will be
prompted to change your password.
5. Click on BUS4 4322-042 Org Strategy (SP06) and you are ready to see the syllabus and the calendar, send
email (only to me and members of the class) and/or download the PowerPoint Presentations as they become
available.
Rules of Conduct
1. Class will begin on time. Out of respect to your classmates and me, please be on time.
2. Make up exams will be given only in situations of extreme emergency (hospitalization, jail, and such). Proper
evidence of such cases is required.
3. Students are responsible for acquiring notes and materials provided in class from other classmates.
4. Turn off all beepers and cellular phones while in class. If you put them on silent, don’t answer them in class. If
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you must answer a call, please leave the room. I do not expect this to happen very often – very rarely, in fact.
5. Do not eat in class or you will be asked to leave.
6. Do not read newspapers in class or you will be asked to leave.
7. Do not work on other subjects while in class or you will be asked to leave.
8. Reading in advance of class is expected so that you can participate.
9. The instructor reserves the right to change the syllabus if it is considered necessary. The changes would be
announced in class, so students who are not in class should find out what those changes are from other
classmates. I will also make every effort to make changes available on WebCT, but the best way to stay
informed is to attend class.
10. Grade penalties may be assessed on late assignments.
11. Cheating and disruptive behavior will have significant consequences. See the “Academic Dishonesty” section
below.
12. All submissions become the property of the instructor.
Laptop Policy
Laptop use is discouraged. Unless directed by the professor, there is no need for laptops to be open. If open, it
should solely be used for class purposes, and you should sit in one of the first two rows. No other programs,
windows, emails, or websites should be active during the class. If you have your laptop open it is expected that any
information displayed is class related and available for public viewing.
Final Review Week
A period of five class days prior to the first day of final examinations in the long sessions shall be designated as
Final Review Week. The purpose of this week is to allow students sufficient time to prepare for final examinations.
During this week, there shall be no scheduled activities such as required field trips or performances; and no
instructor shall assign any themes, research problems or exercises of similar scope that have a completion date
during or following this week unless specified in the class syllabi. During Final Review Week, an instructor shall
not give any examinations constituting 10% or more of the final grade, except makeup tests and laboratory
examinations. In addition, no instructor shall give any portion of the final examination during Final Review Week.
Americans With Disabilities Act
The University of Texas at Arlington is on record as being committed to both the spirit and letter of federal equal
opportunity legislation; reference Public Law 93112 -- The Rehabilitation Act of 1973 as amended. With the
passage of new federal legislation entitled Americans With Disabilities Act - (ADA), pursuant to section 504 of
The Rehabilitation Act, there is renewed focus on providing this population with the same opportunities enjoyed by
all citizens.
As faculty members, we are required by law to provide "reasonable accommodation" to students with
disabilities, so as not to discriminate on the basis of that disability. Student responsibility primarily rests with
informing faculty at the beginning of the semester and in providing authorized documentation through
designated administrative channels.
Academic Dishonesty
It is the philosophy of The University of Texas at Arlington that academic dishonesty is a completely unacceptable
mode of conduct and will not be tolerated in any form. All persons involved in academic dishonesty will be
disciplined in accordance with University regulations and procedures. Discipline may include suspension or
expulsion from the University.
"Scholastic dishonesty includes but is not limited to cheating, plagiarism, collusion, the submission for credit of
any work or materials that are attributable in whole or in part to another person, taking an examination for another
person, any act designed to give unfair advantage to a student or the attempt to commit such acts." (Regents’ Rules
and Regulations, Part One, Chapter VI, Section 3, Subsection 3.2, Subdivision 3.22)
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Student Support Services Available
The University of Texas at Arlington supports a variety of student success programs to help you connect with the
University and achieve academic success. These programs include learning assistance, developmental education,
advising and mentoring, admission and transition, and federally funded programs. Students requiring assistance
academically, personally, or socially should contact the Office of Student Success Programs at 817-272-6107 for
more information and appropriate referrals.
Evacuation Procedures
In the event of an evacuation of the College of Business building, when the fire alarm sounds, everyone must leave
the building by the stairs. With the fire alarm system we now have, the elevators will all go to the first floor and
stay there until the system is turned off.
All those in the North tower side of the building should proceed to the fire escape stairs located on the East and
West sides of that wing.
FOR DISABLED PERSONS…..please go to the Northeast fire stairs. We have an evacuation track chair located
on the 6th floor stairwell. We have people trained in the use of this chair and there will be someone that will go to
the 6th floor to get the chair and bring it to any lower floor stairwell to assist disabled persons.
Should this be a real emergency, the Arlington Fire Department and UTA Police will also be here to help.
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Peer Evaluation Format and Instructions
List all the members of your group (including yourself); see below. Now, considering the contribution of each
students in terms of: 1) proportionate participation in team activities, 2) timely completion of assigned work, and 3)
quality of work; assign a grade to each individual team member. If a fellow team member performed well on each
category, then you might assign 100. A student who exceeded all expectations could be awarded up to 105. No
more than 1 student can get over 100. Grades below 95 must be accompanied by a written explanation of the
reasons for assigning a low evaluation to this (these) student(s).
Group # ___________
1.
2.
3.
4.
5.
6.
Project Type ____________
Student’s Name
______________________(yourself)
______________________
______________________
______________________
______________________
______________________
Project Grade
Awarded (100 is the maximum)
_______
_______
_______
_______
_______
_______
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TENTATIVE COURSE SCHEDULE
Date
T, January 17th
In Class Topics
Introduction
Chapter
Syllabus
R, January 19th
T, January 24th
Introduction
Doing Case Analysis
Chapter 1
The Company
Audit &
Chapter 14
Chapter 2
Chapter 2
Chapter 3
Chapter 4
Chapter 5
R, January 26th
T, January 31st
R, February 2nd
T, February 7th
R, February 9th
T, February 14th
R, February 16th
T, February 21st
R, February 23rd
T, February 28th
R, March 2nd
T, March 7th
R, March 9th
March 13th - 19th
T, March 21st
R, March 23rd
T, March 28th
R, March 30th
External Environment
External Environment
Internal Environment
Internal Environment
Business Strategy
Exam 1
Green Mountain Coffee Roasters (p. 670)
Business Strategy
Corporate Strategy
Corporate Strategy
Panera Bread Company (p. 783)
Functional Strategy
Pixar Animation Studios (p. 793)
Class notes only
Case Study 3
Spring Vacation
International Strategy
Chiquita’s Global Turnaround (p. 589)
International Strategy
Samsung Electronics (p. 806)
No class 
Chapter 7
Case Study 4
Chapter 7
Case Study 5
T, April 4th
Exam 2
R, April 6th
Atari and InfoGrames Entertainment SA
(p. 530)
Strategy Implementation: Organizational
Design
Outback Steakhouse goes International
(p. 764)
Evaluation and Control
T, April 11th
R, April 13th
T, April 18th
R, April 20th
Dippin’ Dots Ice Cream (p. 615)
T, April 25h
R, April 27th
Governance
Nokia’s Strategic Intent for the 21st
Century (p. 751)
Ford Motor Company (p. 641)
T, May 2nd
R, May 4th
R, May 11th
8-10:30 a.m.
Case Study 1
Chapter 5
Chapter 6
Chapter 6
Case Study 2
Innovation and Corporate Entrepreneurship
Exam 3
Case Study 6
Chapter 10
Case Study 7
Class notes and
Chapter 9
Case Study 8
Chapter 9
Case Study 9
Case Study 10
Chapter 12
Assignments Due
Form Groups
Last day to pick case to present and do audit on
Chapters 1-4 and Lectures 1, 3-5 (class notes)
Read Case
Read Case
Case Company Audit &
Presentation (in class); Read Case
Last day to submit peer evaluation for Case 3
Read Case
Last day to submit peer evaluation for Case 4
Case Company Audit &
Presentation (in class); Read Case
Chapters 5-7 and Lectures 6-9 (class notes )
Last day to submit peer evaluation for Case 5
Case Company Audit &
Presentation (in class); Read Case
Last day to submit peer evaluation for Case 6
Case Company Audit &
Presentation (in class); Read Case
Last day to submit peer evaluation for Case 7
Case Company Audit &
Presentation (in class); Read Case
Last day to submit peer evaluation for Case 8
Case Company Audit &
Presentation (in class); Read Case
Case Company Audit &
Presentation (in class); Read Case
Last day to submit peer evaluation for Case 9
Last day to submit peer evaluation for Case10
Chapters 9, 10, 12 and Lectures 10-13 (class
notes)
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