BUS 400-002
Course Outline
Business Strategy – BUS 400‐002 Fall 2013 COURSE OUTLINE
Semester:
Times:
Location:
Instructor:
Telephone:
E‐mail:
OfficeHours:
CourseSite:
Fall2013
4:00–5:15p.m.TuesdaysandThursdays,Sept.5–Dec.3;Exam–Dec.12,2:00p.m.
ED621(EducationBuilding) BruceAnderson,ED510(CentreforManagementDevelopment)
337‐3209(office),584‐9718(home)Mobile/Text:(306)539‐6311
Bruce.C.Anderson@uregina.ca(Note:youmustuse.C.oremailwillberedirected) Widelyavailable.Drop‐inbutanappointmentguaranteesavailability.
ViayourURCoursesaccountatwww.uregina.ca/urcourses
OFFICE HOURS Makeanappointmenttosuityourschedule.YoucanreachBrucebyemail,LinkedInmessage,text,
ortelephone.
COURSE DESCRIPTION Effectivestrategymanagementisanessentialskillformanagersandentrepreneurs.Insimple
terms,astrategyisaplanofactiontowardspecificresults.Strategicmanagementisan
organization‐wideprocessfordeterminingtheorganization’ssenseofpurpose,direction,and
competitiveness.Itiscriticalinanever‐changingglobaleconomy.Aneffective“strategic”manager
askstherightquestionsandseekstherightinformationtomakeinformedandstrategicdecisions.
BusinessStrategyisanadvancedcourse,providingstudentswithanintegrationoffunctional
subjectslikeHRandFinance,intothecontextofmanagement.Previouscourses’conceptsand
learningwillbeutilizedtohelpyouunderstand,analyze,formulate,implement,andevaluate
strategy.Thus,BusinessStrategyisreferredtoa“capstone”coursethatintegratesmuchofpast
learningintheBBAprogram.
Thiscoursewillprovidetoolsandcontext,andpracticeapplyingconceptsintounderstandinghow
businesses(andallorganizations)addressthecompetitiveenvironmentinwhichtheyoperate.Not
surprisingly,effectiveorganizationsaretheonesthatunderstandandrespondwelltotheir
environment,leveragingcompetenciesandcapabilities.Studentswillgetanexecutive‐level
perspectivetoissuesandacquireandrefineskillstomakethemsuccessfulinthatcontext.Not
surprisingly,feworganizationswilllikelyhirestudentsdirectlyfromuniversitytobecomeatop
managerorCEO.Casesandothertoolsareusedtoexposestudentstothecontextandsimulate
whatisliketobeintheroleofdecision‐maker.
Prerequisite:Allcorebusinessadministrationcoursesandaminimumof90credithours.
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Course Outline
COURSE OBJECTIVES Throughmini‐lectures(lecturettes),casestudies,guestspeakers,groupdiscussion,classexercises,and
othermethodologies,thestudentlearnerwill:
1. Understandtheanalysis,formulation,implementation,andevaluationofstrategy,
2. Appreciatetheimpactofenvironmentonmanagement,
3. Understandhowandwhyorganizationspositionthemselvesinaglobalmarket,
4. Gainandapplytheskillsneededtodevelopastrategicdirectionandplanforanorganization,
5. Integratepreviousbusinessclasses,suchasfinance,intoabroaderstrategicperspective,
6. Relateclassroomtheorytopractical,real‐lifeexamplesoflocalandglobalbusinesses,
7. Generateoptionsandselectappropriatesolutionstoorganizationalproblems/issuesandbe
abletoevaluatethemeritofthesolutions,and
8. Havefunwhilelearning.
BEING SUCCESSFUL IN THE COURSE ThecoursenoteswillbeavailableonURCoursesinadvanceofeachweek.Allclassroomresource
materialsareimportantsodonotrelysolelyonthecoursenotes.Forexample,thetextbookis
usefulinlayingoutthetheoryandconceptsandthecoursenotesmayincluderesourcematerial
fromoutsidethetextbook.Studentsneedtounderstandtheconceptsandrecognizewhenthe
conceptsmaybeusedandmostimportantly,whatarethepurposesof(andtheconclusionsdrawn
from)usingtheseconceptsintheanalysis.Thus,classeswillrequireadequatepreparationtime.
Casesareusedintensivelytoprovideaclosetoreal‐lifeexperience.Theformatistoalternatecases
andtheory.Previousclasseshaveshownstudentsneedtospendatleastonehourpreparingfor
eachclassroomcase,andevenmoretimeifsubmittinganassignment.Thecaseanalysisprocess
willbeintroducedearlyinthesemestertoprovideanorganizedwaytoapproachallcases.After
individualpreparation,in‐classsmallgroupdiscussionwillhelprefinestudents’understandingof
thecase.Fullclassdiscussionwillbringoutthingsstudentsmayhavemissedornotfully
understood.Therefore,itisimportanttoaddtothecoursenotesandreviewthesepost‐classto
encourageretentionandunderstanding.Pleasebepreparedforthesmall‐groupandclass
discussion;otherwise,youwillnotdevelopimportantanalysisandsynthesisskills.
PleaseasktheInstructorforassistanceifyoudonotunderstandanycourseelements.
SPECIAL NEEDS Ifastudenthasaspecialaccommodationneedduetoadisability,youshouldcontactthe
CoordinatorofSpecialNeedsServicesat585‐4631orviae‐mail:disability@uregina.ca.
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Course Outline
REQUIRED RESOURCES Thepublisherhasbundledthetworesourcematerialstogether.Ifyouuseearliereditions,youmay
havetopurchaseseparatelythemissingcases.Theresourcesare:
1. GregoryG.Dess,G.T.(Tom)Lumpkin,AlanEisner,andTheodorePeridis.Strategic
Management:CreatingCompetitiveAdvantages,3rdCanadianEdition.Toronto,ON:McGraw‐Hill
Ryerson.2012.
2. Beamish,PaulW.CasesinStrategicManagement,10thEdition.Toronto,ON:McGraw‐Hill
RyersonLtd.2012.
ACADEMIC MISCONDUCT AND PLAGIARISM Whileyouareencouragedtointeractwithotherstudentsinthisclass,youmustwithintegrityand
adheretoSection5.13StudentBehaviourinthe2013‐14AcademicCalendar.Plagiarismisa
seriousissueandstudentsplagiarizingothers’workcouldreceiveamarkofzeroandfaceother
consequences.Askmeinadvanceifyouhaveanyquestionsaboutplagiarismorotherformsof
misconduct.
EVALUATION Learnerswillbeevaluatedbasedonthefollowingelements:
Assignment/Deliverable
Current Outline
Minimum
Maximum
GroupCases(twopergroup)
15%
10%
20%
IndividualBriefCases(minimumof4,outof6)
10%
10%
20%
Hand‐ins(minimumof5,outof8)
5%
5%
5%
TermProject
30%
20%
35%
ClassParticipationandattendance
10%
10%
15%
FinalExam
30%
25%
40%
TOTAL 100%
100% 100%
Toprovidemoreflexibilityinyourcourse,youwillhaveaone‐timeopportunitytoadjustthe
markingschemetosuityourpreferences.Youmuststaywithintheminimumandmaximumranges
andyoucannotselecttheentireminimumormaximumdistributioncolumnasthetotalmarks
mustequal100%.Ifchangingyourdistribution,pleasee‐mailyourpreferencebySept.26.
Otherwise,thedefaultwillbethemarkdistributioninthecourseoutline.
Thegradingisfurtherdetailedasfollowing:
A. Cases:
1. CaseFormat
Eachcasewillfollowthestandardcaseformat:
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Course Outline
Introduction(Defineproblem,providecontextforthereport,andincludebriefbackground)
ExternalAnalysis(Includingwhereappropriate:environmentalanalysis;industryanalysis:
Porter’sfiveforces,industrylifecycle,stakeholderanalysis,opportunitiesandthreats,
industryattractiveness,etc.Youshouldanswer:Whatistheindustryattractiveness?)
InternalAnalysis(Includingwhereappropriate:structure,culture,valuechainanalysis,
corecompetencies,stakeholders,financial,strengthsandweaknesses,etc.Youshould
answer:Whatarethefirm’scompetenciesandcantheybeleveraged?Whatisyour
assessmentofcurrentstrategicposture(Mission,vision,objectives,andstrategies‐
corporate,business,functional,andgovernance)?Whatisthefirm’scompetitive/business
strategyandhowwillthatfittheenvironment?).
Alternatives(Distinctoptions‐notactions‐thatwillresolvetheidentifiedproblem)
DiscussionofAlternatives(Minimumofpro’sandcon’s;betterisaformaldecisioncriteria)
Recommendation(Detailedexplanationofalternativeselected)
ActionPlan(Immediate,short‐,mid‐,andlong‐termactionsneededtomoveforward)
Conclusion(Summarizingreport)
Theuseofheadings(asabove)willmakeiteasierforareadertofollowyouranalysis.
Yourwrittenanalysiswillbegradedonthequalityofthewrittencontent,structureandflowof
thewriting,originalityandcreativityinyouranalysisandrecommendations,applicationof
coursecontentandunderstandingoftheorganization,integrationofrelevantresearch,quality
ofyouranalysisincludingoptionspresented,andthearticulationofanappropriatesolution
consistentwiththeproblem(s)expressedintheintroduction.Pleasedonotsubmitarough
draftofanumberofindependentlywrittensections;takecarethattheentirepaperreadswell
together,hasasimilarstyle,andisfreeofgrammarandspellingerrors.
2. GroupCaseReports
Youwillformfour(4)groupsofuptofour(4)people.Eachgroupwillbeassignedtwocases
andsubmittwo(2)detailedcasereportof4‐7pages(excludingappendices).Thegroupwill
alsomakea10‐15minute(aplusquestionperiod),in‐classpresentationoutliningthecase.All
groupmemberswillcontributeequally.Thestandardformat(seeparagraphA.1CaseFormat)
willbeused.Therewillbeonegroupassignedtoeachcase.Whenthegroupispresentingand
submittingagroupcase,groupmemberswillnotsubmitanindividualbriefcase.
Eachgroup’scasereportwillbeelectronicallysubmittedinaWordorWord‐compatibleformat
only.IfPowerPointisusedforthepresentation,thePowerPointslideswillbesubmittedtoo.
3. IndividualBriefCases
Youwillsubmitaminimumoffour(4)briefcasesduringthesemester.However,youmay
submitmorethanfour(4)briefcasesandallwillbemarkedandyouwillbegradedonyour
bestfour(4)briefcasessubmitted.Itisrecommendedthatyounotwaituntillateinthe
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Course Outline
semestertosubmityourcasesastherewillbenoopportunitytoreplaceapoorermark.The
maximumlengthistwopages(single‐spaced)withnotitlepageandnoAppendices.Ifthecase
itismorethantwopages,theportionovertwopageswillnotbemarked.Thedocumentis
intendedasanExecutiveSummary.Youwillhavetodothefullcaseanalysisbutwillonly
summarizeyourfindingsinaconciseandprecisewaywithaparagraphorsoforeachheading
intheparagraphA.1CaseFormat.
Yourbriefcasewillbepresentedinamemoformatwithyourtopicheadings.Pleaseputyour
nameintheheaderorfooter.Amemoispresentedasfollows:
MEMO
To:
BruceAnderson
From: [yourname]
Date:
[casedate]
Re:
[subject–e.g.,CoralDiversResort]
Bodyoftextstarts...
Yourtopicheadingsandbriefparagraphswillfollow,usingthecasereportinparagraphA.1
CaseFormat,thoughyoucangroupsomeheadingstosavespace.Pleasenotethatmemosdo
notclosewith“Sincerely”oranysignatureblock.Everybriefcasewillbeelectronically
submittedinaWordorWord‐compatibleformatonly.
B. TermProject
Youwillhavetwooptionsforatermproject.First,youcanwriteyourowncaseonareal
business.Alternatively,youcanidentifyastrategicissuewitharealbusinessanddiscusshowit
wouldberesolved.
Clearly,somepeopleprefertoworkindividuallywhileothershavestrengthsingroupwork.
Thetermprojectmaybedoneindividuallyoragroupoftwo.Theassignmentisidenticalifyou
doitasagrouporasanindividual,buteverygroupmembermustcontributefullyorwillhave
theirmarkreduced.
Yourselectedtopicandthenameoftheselectedorganization(andgroupmembers’namesif
notanindividualproject)mustbesubmittedbye‐mailbeforetheOct.8class.Yourprojectwill
brieflybepresentedonNov.28.AfullreportisalsodueonNov.28,andthedocumentwillbe
submittedelectronicallyinWordorWord‐compatibleformat(i.e.,.docor.docxextensions).
Theoptionsarediscussedmorefullyasfollows:
i. CaseWriting:
Thetermprojectwillconsistoftwoparts.First,studentswillresearchandprepareastrategy
case(inthestyleoftheIveycases)onacurrentbusiness/organization,ideallyoneoperating
inSaskatchewan.Thesecondpartinvolvescreatingateachingnoteofhowyouwouldteachthe
caseinclass,usingaformatprovidedtoyou.YourcasewillbestructuredwiththetypicalIvey
writingmodel,asfollows:
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Course Outline
OpeningParagraph
GeneralCompanyInformation
SpecificAreaofInterest
SpecificProblemorDecision
Alternatives(optional)
ConcludingParagraph
Exhibits(source:Lendersetal,WritingCase,4thEdition,2001)
Youwillrecognizetheformatafterdoingabunchofcasesthissemesterandwilladaptitto
addressyourneeds.
ii. ConsultingProject:
Theconsultingprojectinvolvesidentifyingabusinessissueorproblem.Youwillgothroughthe
caseanalysisprocess/formatinparagraphA.1CaseFormat.Yourreportwillalsoincludea
titlepage,one‐pageExecutiveSummary,atableofcontents,andanyappendicesthatare
relevant.Themainbodyofthereportwillbeaminimumof10pagesandamaximumof20
pages(excludingtitlepage,tableofcontents,andAppendices).
Forbothprojects,yourwrittenanalysiswillbegradedonthequalityofthewrittencontent,
structureandflowofthewriting,originalityandcreativityinyouranalysisand
recommendations(forconsultingprojectonly),applicationofcoursecontentand
understandingoftheorganization,integrationofrelevantresearch,qualityofyouranalysis
includingoptionspresented,andthearticulationofanappropriatesolution(forconsulting
projectonly)consistentwiththeproblem(s)expressedintheintroduction.Pleasedon’thandin
aroughdraftofanumberofindependentlywrittensections;takecarethattheentirepaper
readswelltogether,hasasimilarstyle,andisfreeofgrammarandspellingerrors.
C. NoLateAssignments
Lateassignmentsarenotacceptedandwillbeassignedamarkof0%.Yourassignmentswillbe
submittedby4:00p.m.ontheduedate.
D. ClassParticipationandAttendance
Learninginthisclassisnotaone‐waydirection(i.e.,fromtheInstructortoyou).Youandyour
colleaguesarealsocriticaltothecollectivelearninginclass.Yourcolleagues’experiencesand
understandingswillassistyourlearning,andyouareexpectedtoreciprocatebyalsobeing
preparedandparticipating.
Youareexpectedtoattendeachclassandtoarrivetoclasspriortothestarttime.Ifyoucannot
attendorexpecttobelate,pleaseadvisemeinadvance.Youcannotparticipateifyouarenotin
attendance.Thus,youwillbemarkedonparticipationandattendance.Acontributionconsists
ofmakingobservations,askingkeyquestions,citingrelevantexamples,offeringanalternate
viewpoint(evenifyoudon’tsharethatview),andprovidingleadershipinclass.
Yourcontributioninclassisworth(atleast)10%ofyourfinalmark.Beingpresentand
preparedforeachclassisimportantbutitisnotenough.Inthisclass,youareresponsiblefor
yourownlearningandalsothatofyourcohort.Boththeinstructorandotherstudentsexpectto
learnfromyouandthatiswhyyourparticipationiscritical.Youcancontributevoluntarilyby
askinginsightfulquestions,respondingtoquestions,addingyourperspectiveandyour
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Course Outline
experience,summarizingandmovingclassdiscussionforward,andchallengingtheviewpoints.
Ifyouonlyrespondwhen“cold‐called”,youexpectalowcontributionmark.However,itisthe
qualityofyourcontributionandnotthequantitythatresultsinahighercontributionmark.An
outstandingcontribution(9‐10)consistsregularattendanceandthememorable,“aha”
commentsthatelevatetheclassroomlearning.Anexcellent/significant(7‐8)contribution
meansregularattendanceandaddingsubstantialvaluetotheclassroomdiscussion.Lower
contributions(≤6)meanpoorerattendanceandsharingrelevantinformationandshowingan
understandingofcontent,butnotadvancingthediscussionforward.Pleasenote,youcannotget
apassingmarking(ofatleast5)justthroughregularclassattendance,andthatconversely,you
cannotgetaboveapassingmark(ofatleast5)withpoorattendance.
E. Hand‐ins
Formanyclasses,youwillbeelectronicallysubmittinghand‐ins.Thehand‐inshelpyouprepare
forthesecondcaseorclassexercise.Youwillreceiveazeroforamissingorincompletehand‐
in.Asatisfactoryassignmentwillreceiveamarkof1.Youwillberequiredtosubmitaminimum
offive(5)hand‐insduringthesemesterandifyousubmitallrequiredhand‐ins,youwillreceive
abonusoftwo(2)additionalmarks.
F. FinalExam
ThefinalexamwillbeheldDec.12from2:00–5:00p.m.andwillbeacomprehensivecase
usingallcoursecontent.Theroomwillbeconfirmedatalaterdate.Youmustpasstheexamto
passthecourseandyoumustmeetallcourserequirementstobeeligibletowritetheexam.
G. WritingAssistance
StudentsmayseekfreewritingassistancefromtheStudentSuccessCentre
(www.uregina.ca/student/ssc)oraccesstheOnlineWritingsectionontheirweb‐site.The
textbookweb‐sitealsohaspracticalinformationaboutwriting,grammar,andcriticalthinking.
H. Citations
Ifyouuseothers’workand/orconcepts,youmustciteyourinformationproperly.Forthisclass,
wewillusetheMLAstyleofcitations.Footnotecitations(e.g.,text1)arenotacceptable.The
MLAstyleisusedtokeeptextreadableandfreeofdisruptions,andalsoeliminatesfootnotes.
Theconceptusesbriefparentheses,suchas(Authorlastname,pageifquoting)withina
sentencetorefertoanalphabeticalbiography.Ifthereismorethanonebibliographylisting
fromthesameauthor(s),youwouldalsouseayear(e.g.,2013)reference.Manyacademicweb‐
sitesprovidemorespecificsontheMLAcitationstyle.
SCHEDULE Weareaddingmorecasestoyourcourseandreducingthelecturetime.Thismeansthe
onusisonyoutoprepareandunderstandthecoursematerialandpreparethesecondcase
forthedesignatedday.
*Key:
Text: Casebook:
StrategicManagement:CreatingCompetitiveAdvantages,Dess
CasesinStrategicManagement,Beamish
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Course Outline
DATE
CLASSTOPICSANDREADING*
ASSIGNEDTASK(S)
Sept. IntroductionandCourseOverview
5
GuestSpeaker:tba
Exercise–GenericStrategies
Readcourseoutlinethoroughly
Sept. THEME:StrategicManagement
10 Text:Chapter1
LecturetteandDiscussion
Sept.
12
THEME:CaseAnalysis
Text:CaseAnalysisAppendix
LecturetteandDiscussion
Case1:WestLakeHomeFurnishings
Hand‐in#1forCase1:A)Whatistheproblem
andWhyhasitoccurred?;B)Whoisthedecision
makerandWhendoesthedecisionhavetobe
made?;C)Whataretheoptions?
PracticeCases:
Bringyourcasebooktoclassaswewill
beselectingothercasesforpractice.
Sept.
17
Sept.
19
THEME:BusinessModels
Reading–seeURCourses
LecturetteandDiscussion
Case2:SwimmingintheVirtualPool
withPlentyofFish
Formgroupsforgroupcase
Hand‐in#2forCase2:printoutandbringto
class‐A)Whatisthenatureofindustry
competition?;B)IsPlentyofFishsustainableasa
businessmodel;C)Whatisthebestbusiness
modelgoingforward?
Inclass:WorkonbriefcaseforCase2
Sept.
24
THEME:Governance,Leadership,and SubmitPracticeBriefcaseassignment
Ethics
Case3:Whatdoyourecommendandhowwould
Text:Chapter10(Pgs.286‐299)&Ch.11 youimplement?
LecturetteandDiscussion
Case3:GoodHandsHealthcare(A)
Sept. Case4:GoncharInvestmentBank
26
Submitalternatemarkdistribution
Hand‐in#3forCase4:A)Whoare
stakeholders?Whataretheirinterests?;B)How
willclientsreact?;C)IfGonchardoestrades,
woulddoyourecommendaspolicies?
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Course Outline
DATE
CLASSTOPICSANDREADING*
ASSIGNEDTASK(S)
Oct. THEME:ExternalEnvironments
1
Text:Chapter2
LecturetteandDiscussion
Case5:BarrieCharityBingo
SubmitBriefcaseassignment#1
GroupCaseonCase5–Group1
Evaluation:Group2;Questions:Group3
Case5:Whatdoyourecommendandhowwould
youimplement?
Oct. Case6:MacTaraLtd&WoodProducts
3
Hand‐in#4forCase6:A)ConductaPESTanda
SWOTanalysis;B)Whataretheshort‐term
options?Whatarethelong‐termoptions?
Oct. THEME:InternalAnalysis
8
Text:Chapter3
LecturetteandDiscussion
Exercise–ValueChain
SubmitconceptforTermProject.
NoHand‐in
Oct. Case7:CarrefourChina
10
SubmitBriefcaseassignment#2
GroupCaseonCase7–Group2
Evaluation:Group3;Questions:Group4
Case7:Whatdoyourecommendandhowwould
youimplement?
Oct. THEME:Resources&Capabilities
15 Text:Chapter4
LecturetteandDiscussion
Hand‐in#5onCase8:A)Whoarethekey
stakeholders?Whataretheirissuesandwhatis
eachparty’spositionontheissues;B)As
Majestica,whatisyourcompromiseposition(if
any)oneachissue?
Case8:MajesticaHotel
In‐classexerciseonCase8
Oct.
17
Oct.
22
Case9:CoralDiversResort
SubmitBriefcaseassignment#3
GroupCaseonCase9–Group3
Evaluation:Group4;Questions:Group1
Case9:Whatdoyourecommendandhowwould
youimplement?
THEME:CorporateStrategies
Text:Chapter6
LecturetteandDiscussion
NoCase
DiscussionofLevelsofStrategies
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BUS 400-002
Course Outline
DATE
CLASSTOPICSANDREADING*
ASSIGNEDTASK(S)
Oct. Case10:CAASaskatchewan(onUR
24
Courses)
SubmitBriefcaseassignment#4
GroupCaseonCase10–Group4
Evaluation:Group1;Questions:Group2
Case10:Whatdoyourecommendandhow
wouldyouimplement?
Oct.
29
Oct.
31
THEME:BusinessStrategies
Text:Chapter5
LecturetteandDiscussion
Case11:GanongBros.Ltd.
SubmitBriefcaseassignment#5
GroupCaseonCase11‐Group1
Evaluation:Group2;Questions:Group3
Case11:Whatdoyourecommendandhow
wouldyouimplement?
Case12:MapleLeafFoods
Hand‐in#6onCase12:A)Whatisyour
assessmentofproblemsfacingthehotdog
business;B)WhyhasMapleLeafexperienced
thisproblem;C)Whatistherisk/opportunity
forGervin?
Nov. THEME:GlobalStrategies
5
Textbook:Chapter7
LecturetteandDiscussion
Case13:GlobalBrandingofStellaArtois
SubmitBriefcaseassignment#6
GroupCaseforCase13–Group2
Evaluation:Group3;Questions:Group4
Case13:Whatdoyourecommendandhow
wouldyouimplement?
Nov. Case14:Guest‐TekInteractive
7
Nov.
12
Hand‐in#7onCase14:A)Asa“coach”tothe
CEO,whatarethestrengthsandweaknessesof
hisapproachtooverseasmarkets?Andofthe
Guest‐Tekteam?;B)HowshouldtheCEO
managemakingdecisionsonnewmarkets?
THEME:IndustryChange
Text:Chapter8
LecturetteandDiscussion
Case15:MapQuest
SubmitBriefcaseassignment#7
GroupCaseforCase15–Group3
Evaluation:Group4;Questions:Group1
Case15:Whatdoyourecommendandhow
wouldyouimplement?
Nov. THEME:Strategies‐SpecificIndustries
Text:Notext–reviewcoursenotes
14
LecturetteandDiscussion
Case16:PalliserFurniture
Hand‐in#8onCase16:A)Whatarethe
competitivepressuresfromAsia?;B)Whatare
theimplicationstoPalliser’sbusinessstrategy?
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Course Outline
DATE
Nov.
19
Nov.
21
CLASSTOPICSANDREADING*
ASSIGNEDTASK(S)
PracticeCase(assignedinclass)
THEME:Implementation&Control
Text:Chapter9&Ch.10(Uptopg.286)
LecturetteandDiscussion
Case16:VictoriaHeavyEquipment
SubmitBriefcaseassignment#8
GroupCaseforCase16–Group4
Evaluation:Group1;Questions:Group2
Case16:Whatdoyourecommendandhow
wouldyouimplement?
Nov.
26
PracticeExamCase(assignedinclass)
Nov. ProjectPresentations
28
SubmitTermProject
Dec. ProjectPresentations(iftimeneeded)
3
WRAP‐UPANDREVIEW
Evaluation
Dec.
12
FINALEXAM–2:00p.m.–5:00p.m.
(ED621–tobeconfirmed)
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