Business Policy and Strategy
MGT 491 -- 03
Tues and Thurs—2:00
Bryan Building 105
Spring 2011
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 Tuesday and 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 discussion and URLs for individual cases, and occasional required articles 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
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
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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.
 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.
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CLASS POLICIES AND PROCEDURES
Attendance: You must be present in class in order to join in class discussion and
participation, which will be a significant 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 and kept 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
In order to save paper, I have posted several longer documents on BlackBoard. Those
documents are an extension of this syllabus, so be sure to read them. 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, if you are not comfortable speaking or writing in English, 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 in your situation. 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 in the schedule.
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 for
this assignment will be from industries that could contribute to the Mission, Vision, and Values of
the UNG’s Strategic Plan for 2009-214 (http://uncgtomorrow.uncg.edu/ then click “Strategic Plan”),
and specifically could further Strategic Areas 2 and 4 (especially, 2.1, Natural Products,
Pharmaceuticals and/or Nanopharmacology, 4.1, and 4.2) or could contribute to “. . . development
of artistic and cultural communities as well as the regional economy” (UNCG Strategic Plan 20092014). In other words, your team will be assigned an industry, the natural products, the
pharmaceutical, the nanotechnology, the artistic, or the cultural industry, and your team will
choose the business.
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Students will hand in a brief outline of their analysis plan on February 24, and will give
presentations and hand in the final written analysis in April. 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 strategies for dealing with those entities, and analysis of
control mechanisms needed for the business. Finally, you must convincingly present your
analyses and findings to your classmates in one half hour.
Your grade will be a combination of thoughtfulness and completeness of the outline, depth and
clarity of your analysis, use of appropriate materials from the text and from your research
sources, logic of your conclusions based on your analysis, clarity and pursuasiveness of your
written document and presentation, and thoroughness with which you cite all your references. You
must cite ALL of your sources in the body of the written report, including web pages, personal
communications, 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 cut-and-paste from any on-line or hard copy source must be enclosed
in quotation marks and followed by a citation that includes the page number (for example, Jones,
2009, pg 34). If you use the ideas, but do not use the exact words of a source, the citation should
not include the page number (Jones, 2009). 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.
The way I use the peer evaluations in calculation points on team project can be found under the
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. “Rules” about how I use the peer evaluations are also posted on BlackBoard in the
same section as the Peer Evaluation form.
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),
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.
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TEAM/INDIVIDUAL ASSIGNMENTS:
Quizzes and Team quizzes (worth 120 total) This is both an individual and a team assignment.
At the beginning of the term, students will be randomly assigned to a “quiz” team. This is not the
team you will have for your project, but the quiz teams will help determine to which team you will
be assigned to for the project. There will be 7 quizzes, some listed in the assignments schedule
and some “surprise” quizzes. Students will first take the quiz individually and then will re-take
the quiz with their team to demonstrate comprehension of the required reading. Each student’s
grade will be the average of the individual and the team quiz grade.
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 70 points): Students will participate by joining in
the case discussions 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.
In order to earn participation points, students will come to class prepared to discuss the assigned
cases. Criteria for participation points are posted on BlackBoard. In order 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 be assigned “cases,” generally articles taken from the popular business
press, from which they may choose three to analyze in order to understand the strategy process in
real companies, to perform strategic analyses, to identify business strategies, and to discuss
managerial tasks. Analysis will consist of answering the questions and analyzing the situation
relative to the topic listed in the syllabus in the “Assignments due” column.
Grading will be based on the accuracy and thoroughness of your analysis, 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. Specific criteria are posted on BlackBoard.
Please remember: Use facts from the article to support your writing; do not use your personal
opinions. Any quote from the article or the text, or anything that you cut-and-paste from any
on-line source must be enclosed in quotation marks and followed by a citation including the
page number. If you use anything beyond the article (not required) for you individual case
analysis, all references must be included in a bibliography, in APA style, at the end of your paper.
Two Examinations, each worth 150 pts, for total a possible 300 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. One-third to onehalf of the questions will come from the quizzes.
GRADING:
Introduction
Participation in class discussion
Quizzes (6 @ 10; individual and team average)
Individual case analysis (3@ 33 pts each)
Exams (2 @ 150 + optional final points)
Team company/case presentation and paper
TOTAL
5
20
70
120
100
300
200
810
Grades will be assigned as follows:
Points Accrued
From
To
730 or greater
700
729
685
699
650
684
635
649
625
634
595
624
570
594
550
569
520
549
500
519
Less than 500
Letter Grade
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
Jan 11
Jan 13
Topic
Introduction
Strategic Management
Reading Assignment
Assignments due
Chapter 1
Jan 18
Jan 20
Jan 25
Analyzing cases
The External Environment
Jan 27
Feb 1
The Internal Environment
Feb 3
Feb 8
Feb 10
Feb 15
Feb 17
Intellectual Assets
Chapter 13
Chapter 2
An Aging Audience: The
Broach Theatre
Chapter 3
Got Milk? Agri-Mark, Inc.
and the US Dairy Industry
Chapter 4
Respironics
Introduction Assignment due by 5:00 to
BlackBoard
Participation
Quiz
Participation; Individual case analysis due—
External analysis
Quiz
Participation; Individual case analysis due—
Internal analysis
Feb 22
Project Teams finalized and
team meetings
Corporate Level Strategies
International strategies
Feb 24
Mar 1
Business Level Strategies
Chapter 5
East Central Ohio Trucking
Chapter 6
Chapter 7
Mar 3
Antrix Corporation Limited
March 5 – 14 SPRING BREAK
Mar 15
Control, Governance, and
Mar 17
Organizational Design
Mar 22
Chapter 9
Chapter 10
Mar 24
Mar 29
Mar 31
April 5
April 7
April 12
April 14
April 19
April 21
April 26
April 28
Leadership
Community Bankshares
Chapter 11
Participation
Exam
Quiz
Participation; Individual case analysis due—
Business level analysis; quiz team ranking due
Individual case analysis due—Corporate level
analysis;
The name of your company, outline of your
analysis plan, and several information sources you
plan to use in the analysis due by 5:00 to
BlackBoard
Participation; Individual case analysis due—
International level strategy
Individual case analysis due—Control,
governance, or organizational design analysis
Participation
Exam
Presentations by teams
Presentations by teams
Presentations by teams
Presentations by teams
Presentations by teams
NOTE: time difference -- Exam starts at 3:30
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Final