UNIVERSITY OF NORTH CAROLINA GREENSBORO
THE BRYAN SCHOOL OF BUSINESS & ECONOMICS
DEPARTMENT OF BUSINESS ADMINISTRATION
SYLLABUS
MGT 491/BUSINESS POLICY AND STRATEGY
SPRING 2010
Mgt 491: Sections 01, 02,
491:01 M. W, F 1PM—1:50PM
491:02 Tues-Thurs. 11AM—12:15PM
Instructor: McLeod
Office: Bryan 378
Tel: 336-334-5698
E-mail: ken@uncg.edu
Office Hours: By Appt.
Text: Strategic Management: Text & Cases. Dess, Lumpkin & Eisner. 5TH. Ed.
(2009) McGraw-Hill/Irwin, ISBN 9780077246266
Case Study Book: J.K. McLeod Sections: ISBN 10-0-39-068075 or 13: 978-0-3906875-4
COURSE DESCRIPTION: Mgt. 491 is a course about strategy and managing for
success. The course centers on the constructs that a company achieves sustained success
if and only if managers have an astute and timely game plan for running the company and
that they implement and execute the plan efficiently and proficiently.
COURSE CATALOG DESCRIPTION: Capstone case 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 organization as a total system in
relation to its environment.
COURSE OBJECTIVES:
Understand the difference between strategy analysis, strategy formulation, and strategy
implementation.
To develop an understanding of the strategic management process by an exposure to
theoretical concepts and current developments in the business arena.
To develop your capacity to think strategically about managing a business.
To build your skills in conducting strategic analysis and to give you an understanding of
the competitive challenges of a global market economy.
To give you a hands on experience in crafting business strategy, making strategic
decisions and to reason carefully.
To improve your ability to manage the organization process by identifying which
strategies get formed and executed.
To give you confidence in being able to perform the strategic tasks required. To integrate
your other business and management knowledge and experience.
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To develop your powers of managerial judgment, learn to assess business risk and to help
you create results oriented action plans.
To make you more conscious of the ethical principles, personal and company values, and
socially responsible management practices.
UNDERGRADUATE PROGRAM COMMITTEE COURSE OBJECTIVES:
Understand the strategic issues and policy decisions facing businesses and how current
management concepts address these issues.
Understand and describe the strategic management process and the difference between
strategic analysis, strategy formulation and strategy implementation.
Acquire an understanding of how to use new and existing knowledge to analyze “Real
World” cases and by doing so; understand the complexity of strategic issues.
Elaborate on how strategic plans and processes are integrated, implemented and
controlled and to comprehend the culture and ethical factors that influence these
management activities.
Analyze new knowledge and existing knowledge to conduct strategic and competitive
analysis using various tools (e.g., five forces model, swot analysis and portfolio matrix
models) in a variety of industries.
Evaluate the formulation of business and corporate level strategies, the different business
and corporate strategic types, alternative actions, and to make sound strategic decisions
using what – if analysis.
Discuss the managerial task associated with implementing and executing company
strategies, and the action managers can take to promote competent strategy execution.
Assess the role of government policy in creating incentives and disincentives for a variety
of competitive condition for both domestic and international competition.
Demonstrate how the various pieces of the knowledge they have acquired in
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.
Synthesize and apply the concepts and analytical tools exposed to in the course by
participating in managing through a business simulation game or conduct a strategic and
competitive analysis of a company, both individually and a member of a group.
LEARNING OBJECTIVES
Understand the difference between strategy formulation, analysis and implementation.
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Understand how and why the fit between strategy and structure is key for
implementation.
To be able to assess the appropriateness of strategy choices relative to the business
environment.
To be able to identify and apply the appropriate analytical tools necessary to evaluate the
Competitiveness and likely success of the business. Such as SWOT Analysis, Five Forces
Model, Portfolio Matrix models, change management models.
Examine the global environment and to determine the options available for entering this
arena.
Explore defensive and offensive strategies for sustaining the business overtime.
Research the role of government policy for creating incentives for business.
Use case studies to analyze the strategies of selected and to craft alternatives
That would enhance their competitiveness
EXPECTATIONS:
The workload in this course is above average at a minimum and at a maximum infinite.
Because this is the CAPSTONE COURSE for business school majors this course should
be the most challenging, interesting and meaningful of your undergraduate business
school experience. You can strive to get the most learning from this course or you can
just do the minimum and get your ticket punched. The choice is yours.
GRADES/PERFORMANCE EVALUATION:
Case Study. The case studies will be done by groups, 3 per group depending on the size
of the class.
Case Studies 20%.
Each student will do student will do 2 case studies. 10% each.
3 exams 60%. Each exam 20%. The exams will be multiple choice.
Quizes 20%. 4 quizzes @ 5% each.
FINAL GRADE:
Every semester students will advise that “they need and A” in this course. Your final
grade is the average of all the assessments used to compute your final grade. If you need
an “A” then I suggest you start earning it from the very first assessment. You earn your
grade I don’t give it to you.
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CASE WRITE-UPS
1. Your assignment should be neatly typed and exhibit professionalism in presentation.
Spelling errors, formatting, and significant grammatical errors are distracting and
diminish the value of your product. In an era where leading word-processing packages
indicate both spelling and grammatical errors, errors of this nature suggest work products
prepared in haste and/or sloppy work habits.
2. The write-up should be doubled spaced. You may use examples or text from the case
To illustrate what you are trying to say, BUT DO NOT SIMPLY REITERATE CASE
FACTS.
3. This is an analysis not a summary. Organizations value individuals, who are concise,
clear and efficient this may require an initial draft and then careful editing of the
document.
4. Try and be as focused as possible. Define the mission of the company and the main
problem(s) in achieving the mission. Then identify potential solutions. Defend a solution
by clearly demonstrating its superiority to others offered.
5. Remember, if you have information outside of the case, for example," the real world",
you may include it in your analysis. Be sure you can defend why yours is the best based
on your analytical skills and the facts.
Exceptions: The workload for this course is significant. All assignments must be turned
in when due. Attendance is important. I assume that you are adults and that you courteous
to others and attentive to the class. There will be no make-up tests unless you bring a
medical excuse, in writing attesting to absence. No extensions will granted for written
cases, unless you have a medical excuse, in writing attesting to why you missed the due
date. In all cases, all work required to grade your performance is due by the last day of
class.
Cases are usually written from one of two perspectives which include; 1.) To demonstrate
how competitive advantage is achieved; 2. to present a key problem or set of problems
facing an organization. Below are two suggested outlines:
PROBLEM RESOLUTION
COMPETITIVE ADVANTAGE
What is the key problem(s) facing the
Organization?
On what basis has the firm achieved
Competitive advantage?
What strategies, policies could be
What strategies, policies, and
Put in place to address this
Problem(s)
external events have been most
important in achieving this
Advantage?
What would do? Why?
Is the advantage sustainable or
Tenuous. What should the firm
Do now and why?
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GRADING SCALE:
Example:
60-61-62 Minus D63-64-65-66 Normal Letter Grade D
67-68-69 Plus D+
BLACKBOARD: A number of course documents will be posted on
BLACKBOARD. Often I will communicate with the whole class via blackboard.
Please be sure you have access to this course via Blackboard and check you UNCG
assigned email account frequently. I know some of you will not get access to
blackboard until you pay your tuition and especially those people waiting for financial
aid. I sympathize for you but you need to get material from your classmates as
necessary to prepare for class assignments such as quizzes and exams.
SYLLABUS
FIRST EXAM PERIOD January 19 through February 19, 2010
Chapter 1 through Chapter 4. The in-class exams, multiple choice are:
491:01. Exam February 19, 2010
491:02
Exam February 18, 2010
2nd EXAM PERIOD
February 22 through April 2, 2010
Chapter 5 through Chapter 8 Exams are:
491:01 March 31, 2010
491:02 April 1, 2010
3rd EXAM PERIOD: April 5 through May 2, 2010.
Chapters 9 through 12. Exam dates are:
491:01 Monday, May 10, at 3:30PM
491:02 Thursday May 6 at 12:00 Noon
.
THE EXAMS AND QUIZES WILL BE DONE IN-CLASS.
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The case analysis should be 5-7 pages in length double-spaced. If you choose to write
more it will be fine. They do not need to have fancy covers and the pages should be
stapled or clipped together.
You will be given questions, which are intended to guide your analysis of the case. The
cases and questions for focusing your analysis will be given out and posted on blackboard
at least two weeks prior to the date they need to be completed.
We will have class discussions of other cases and articles that reflect current business
concerns domestic and international which will be assigned during the semester.
ATTENDANCE: I will randomly take attendance throughout the semester. This is
done to gauge your interest in learning. I use the information when calculating your
final grade.
QUIZES: The quizzes and class discussion will come from the case book which is
required for this class. The quiz dates will be posted on blackboard and a hard copy
will be available in class at least one week before the quiz.