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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: 10:30 – 12:30;
Wed: 3:00 – 4:30
Ursinus:
Thu: 6:00-6:30
Additional Hours by Appointment.
E-mail: simmers@sju.edu
Web Page: http://www.sju.edu/~simmers/
Course Information web page: http://www.sju.edu:81/courses/MGT_6015_357
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
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To develop an increased degree of understanding of strategic frameworks for moving from theory to
practice.
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To strengthen your research, analysis, forecasting, and decision making abilities.
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To enhance your ability to view the organization as a system of inter-related functions.
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To provide you with an opportunity to integrate functional knowledge and skills.
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To emphasize the importance of results that are generated from your thoughtful insights and actions.
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To challenge your verbal, graphic, written, and electronic media communication skills.
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To enhance your interpersonal abilities by interacting as a team in an organizational-like setting.
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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 data on:
-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 functional knowledge.
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COURSE MATERIALS
Required Readings:
CAPSTONE; Team Member Guide ‘99.
Optional Readings: Wall Street Journal, New York Times, Business Week, Fortune, Forbes, etc.
COURSE EXPECTATIONS
*Attendance and active participation (discussing and listening) in class.
*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 of 5 (4 if
necessary) will be formed. Teams will be cross-functional with at least one finance or accounting major
(if possible). 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 the course in this
semester. 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.
GRADING
There are two major efforts in this course, the Business simulation: CAPSTONE and a strategic
plan. Both will be worth 50%.
COURSE REQUIREMENT DETAILS
 Business simulation: CAPSTONE – 50% http://www.capsim.com
Each team has to manage and analyze their own CAPSTONE company and has to develop and
implement strategic concepts. The management team will make decisions about various aspects of an
assigned company’s management 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 and discuss the issues, problems, etc. The results for each company are returned every week
to the corresponding group.
The game is, thus, played over several simulated periods to maximize the firm’s objectives,
achieving the firm’s mission. To evaluate the firm’s performance each team must assign percentages to
weight seven performance measures. The most that can be assigned to any one performance measure
is 50%, the least is 0%, and the total must equal 100%. The company will be evaluated using these
performance weights.
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. If according to my observations and your peer
evaluations, you do not give a reasonable effort in the simulation, your grade could drop to a “C”.
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If you desire an “A” for this 50%, you must expend extra effort. You must submit an individual
case analysis. If the case is of merit, you will receive a higher grade ranging from B+ to an A for this
section. Case details are on page 3 of this syllabus and will be discussed in further detail with those
interested.
Members of each team will evaluate each other’s performance in the areas of attendance,
quantity of work, academic contribution, and being a team player. This peer evaluation form will be given
to you and is due the night of the CAPSTONE briefings (March 25).
On bottom of the evaluation form you can make additional comments and/or explanations about
your evaluations. 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 via the Internet. If significant problems are detected there may be further
questions asked of the team.
Each team must prepare a briefing on the CAPSTONE simulation. Briefings are to be no more
than 20 minutes and this time limit will be strictly enforced. Power point (or similar presentation software)
is strongly recommended. The briefings for all teams are on March 25th.
 Strategic Plan (25 page maximum) – 50%
Your team will select a currently functioning organization and write a strategic plan for the next five
years for that organization. The following must be included in the written strategic plan report:
1.
Internal Analysis:
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Current situation (mission, long term objectives, and strategies)
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Functional analysis
 Including Segments and Products/Services
2.
Analysis and forecast of economic, social/demographic/environmental, political/legal, and
technological forces with attention to global aspects.
3.
Analysis of industry history and quantitative industry forecast on a global and domestic
basis.
 Market share analysis
 Competitor analysis
4.
Your team’s mission and long term objectives for the organization
5.
Generation and evaluation of alternative strategies
6.
Decisions on strategic course showing justifications
7.
Implementation actions in all functional areas
8.
Evaluation of actions through pro-forma financial statements, i.e. cash flows, balance
sheets, and income statements to show impact of decision in the short-term,
intermediate-term and long-term for 5 years.
9.
Sufficient research, quantitative analysis, style, and organization to meet business
planning standards.
10.
Typed, including: executive summary, table of contents, numbered pages, exhibits,
appendices (if needed, not included in 25 page maximum), and references.
Plan is due on the last day of class. With your plan, please also submit the following:
1) company and industry Valueline (if applicable); 2) Industry Standard & Poor (if applicable);
3) Annual Report and 10K; 4) plan on disk or sent as an email attachment.
Plans will be available for review three weeks after the end of the semester; please make an
appointment by email.
Strategic Plan Briefing: On one of the last two class meetings, your team will give a 30 minute
Strategic Plan briefing. Power point (or similar presentation software) is recommended. Details will be
worked out by mid-semester.
Peer evaluation - Weighting for the Strategic Plan effort.
Each team member will rate other team members on their participation in the strategic plan effort.
Issues such as being on time for meetings, quality and quantity of effort, etc. are assessed using the form
supplied. For example, a score of 10 on an item will indicate 100% participation; a score of 9 will indicate
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90% participation, etc. The average of your ratings will be used as a weighting factor in the grading,
subject to my review. So if the team earns a 90% on the strategic plan, and your peer evaluation average
is 100%, you will earn the entire 90%, and so on. This is your opportunity to reward superb efforts or note
less than adequate efforts.
The Strategic Plan peer evaluation is due the last day of class with the Strategic Plan. Grades can not
be assessed without all evaluations.
 Optional Potential Grade Enhancer Case - EXTRA INDIVIDUAL EFFORT
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 with your input.
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
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COURSE OUTLINE
1. 01/21
Introduction
2. 01/28
Nature of Strategic Challenge &
Strategic Management
3. 02/04
Internal Assessment
4. 02/11
External Assessment:
Competitive Analysis
Industry Analysis
External Assessment:
Societal Forces
Debrief Round 1. Round 2 decisions due by
9:00am, Wednesday, February 17th.
6. 02/25
Strategic Analysis and Choice
Debrief Round 3. Round 4 decisions due by
9:00am, Wednesday, March 03rd
7. 03/04
Strategic Analysis and Choice
Debrief Round 4. Round 5 decisions due by
9:00am, Wednesday, March 17th.
SPRING BREAK
NO CLASS
8. 03/18
Implementation
Debrief Round 5.
9. 03/25
CAPSTONE Briefings
Peer evaluations on CAPSTONE due
10. 04/01
Evaluation and Control
Corporate Governance
Optional Potential Grade Enhancer Case due
EASTER BREAK
NO CLASS
5. 02/18
03/11
04/08
11. 04/15
Overview
12. 04/22
Strategic Plan Briefings
13. 04/29
Strategic Plan Briefings
-Team Formation
-Introduction to CAPSTONE simulation
-Select Organization
-Team Contract Due
-Round 0 decisions due by 9:00am, Wednesday
February 3rd.
-Team Member Guide
Debrief Round 0. Round 1 decisions due by
9:00am, Wednesday, February 10th.
Debrief Round 2. Round 3 decisions due by
9:00am, Wednesday, February 24th
-Submit Strategic Plan
-Peer evaluations on Strategic Plan due
NOTES:
 I reserve the right to modify the schedule if conditions warrant.
 Listen/Watch for inclement weather changes: