MBA 660 business Strategy

Anonymous
timer Asked: Jul 1st, 2015

Question Description

MBA 660 Online 2015.doc 

Cleveland State University Monte Ahuja College of Business INTEGRATIVE BUSINESS STRATEGY (MBA 660) ONLINE COURSE SYLLABUS Course: Instructor: Office: Office Hours: Cell Phone: E-mail: Textbooks and Required Materials: Additional Reading: Additional Requirements: Prerequisites: MBA 660 Susan F. Storrud-Barnes, Ph.D. Associate Professor, Business Policy and Strategy Department of Management BU 424 For online class—by appointment via Cell Phone: 509-4993001. Cell Phone: 509-499-3001 s.f.barnes@csuohio.edu The Business Strategy Game Simulation You also will be expected to read the Wall Street Journal, Business Week, The Financial Times, etc. Also try to watch The Profit on CNBC, 1. All MBA candidates enrolled in MBA 660 may be required to take the MBA Comprehensive Exam covering the critical knowledge components of the MBA core (MLR 601, FIN 601, MKT 601, ACT 600, MBA 602, MBA 603, and MBA 660). This exam assesses Cleveland State University for Accreditation purposes. . Level I and Level II Courses: Concurrent enrollment is not an excuse for not being prepared. COURSE DESCRIPTION AND OBJECTIVES Integrative Business Strategy is the capstone, integrative course for graduating MBA students. This is an exciting, challenging course that focuses on how firms evaluate, formulate, and implement strategies in different competitive contexts and across functional domains. Strategic management concepts and techniques are studied, and students are expected to use these concepts, coupled with knowledge acquired from prior business courses, to chart the future direction of different organizations. The major responsibility of students in this course is to make objective strategic decisions and to justify them through oral and written communication. The course seeks to develop students’ knowledge of strategic management and to sharpen analytical and communication skills. It will enhance student critical-thinking abilities through multiple exercises, group projects, exams, quizzes, and in-class debates. Because the course is integrative, it uses management, finance, economics, accounting, human resources, operations, marketing, statistics, and information system management theories and their application. Thus, students ARE SOLELY responsible for understanding and applying material from prerequisites. Business-level strategy is concerned with the question of “how should we compete?” and corporate-level strategy is concerned with the question of “what industry sectors should we enter?” Therefore, the end objective of strategy is the creation of economic rents or profits, and ultimate value for shareholders and stakeholders. This course is based strongly on theory and empirical analysis. Therefore, students will be required to understand the theoretical underpinnings for strategic management, be familiar with the main strategic management constructs and their definitions, boundary conditions for a theory’s use, underlying assumptions, and finally, application in the business world. The objectives for this course are as follows: 1. Understand the nature of the external environments—both the general and industry environments—and how firms can respond to them and gain competitive advantage in them. 2. Understand the nature of a firm’s internal environments—how it affects a firm’s ability to compete and how a firm can gain sustainable competitive advantage over the near term. 3. Analyze a firm’s value chain for each Strategic Business Unit, and determine how and where a firm can best compete, given its competitors. 4. Formulate a strategic plan, including a review of the firm’s mission statement, its shareholder expectations, stakeholders, and the external and internal environments. 5. Make decisions regarding both the corporate-level strategies and business-level strategies for a firm. 6. Make decisions about functional resource allocation for a specified period of time. 7. Develop evaluation policies and procedures, and control mechanisms for implementation. 8. Develop feedback mechanisms and design in flexibility into the strategic process. In this course, students will take several positions—that of line managers, middle managers, and senior managers, depending on the case being evaluated. In today’s business environment, each of these managerial positions provide a critical piece in the development and/or implementation of strategy, particularly given the dynamism and complexity of today’s global business perspective. Students also will be given the chance to act as executive board members evaluating another team’s strategic plan, providing all students the opportunity to understand different board governance design mechanisms. BUSINESS PERSPECTIVES MBA 660 provides specific coverage of three “perspectives that form the context for business,” as defined by AACSB accreditation—ethical, global, and legal and regulatory issues. These perspectives and issues are pervasive throughout the course, and will be discussed accordingly; however, special attention will be paid to each as follows: Ethical issues in the external and internal environments, international strategy, corporate governance, organizational controls, and strategic leadership; Global issues in competitive dynamics, international strategy, and organization structure and controls; Legal and regulatory issues in the external environment, internal environment, competitive dynamics, acquisition and restructuring strategies, corporate governance, and organization structure and controls. The equivalent of two or more full sessions will thus be devoted to each issue. AMERICANS WITH DISABILITIES ACT Reasonable accommodations are available for any student who has a documented disability. Please notify me as soon as possible so that we can address the issue promptly. All accommodations must be approved per Cleveland State University guidelines. ACADEMIC INTEGRITY I encourage students to study together and to discuss assignments together, but all work submitted for grading must be the student’s or the group’s, own original work. Any form of academic cheating (including plagiarism, use of another’s assignment, exam cheating) will result in a grade of F for the course. I reserve the right to impose further consequences based on the situation. All violations will be reported to academic affairs. For further details, please refer to: http://66.249.93.104/u/csuohio?q=cache:6m81GqdMPAgJ:https://csu-a.csuohio.edu/studentlife/acadregs/misconduct.html+cheating&hl=en&ie=UTF-8. GRADING Grades will not be rounded or curved. Graded activities and applicable weights are: Grade Scale A AB+ B BC F 94.00-100% 90.00-93.99% 87.00-89.99% 84.00-86.99% 80.00-83.99% 70.00-79.99% Below 70.00% Graded Activities ▪ ▪ ▪ ▪ ▪ BSG ONLINE Quizzes (2 @ 50 pts each) Individual Quizzes (6 @ 20 pts each) Group End-of Chapter Exercises (6 @ 20 pts each) Business Strategy Game Simulation Peer Evaluation TOTAL 100 pts 120 pts 120 pts 300 pts 60 pts 600 pts Late Submission Every assignment is due on the date noted in the syllabus schedule. All submissions must be in by 11:59 pm on the day due. Late submissions will not receive credit. . Statute of Limitations If you have any questions regarding the grading of assignments or exams, you have one week following the day on which the work is returned or reviewed with the class to bring the question to my attention. Policy on Written Work Written work should be submitted so that it is of business quality (e.g., misspellings, typographical and grammatical errors, and overall sloppiness are not acceptable and WILL BE penalized). Therefore, content will be 90% of the grade and writing coherently will be the other 10%. GRADED WORK DETAILS AND INSTRUCTIONS Exams Individual Exams will have a multiple choice/short answer format. The first exam covers Chapters 1-7 and the second exam covers Chapters 8-12. Note: Makeup/early exams will be given only in exceptional circumstances at the discretion of the professor. Individual Quizzes Individual Quizzes are given weekly and cover the Chapter material. There are 12 quizzes worth 10 points each. I have the quizzes so that all students will keep up with the chapters during this very short semester. The quizzes help you in completing the assignments for each chapter and for competing in the business strategy game. The quizzes are all multiple choice. Note: Makeup quizzes will not be given. End-of-Chapter Exercises There are 6 End-of-Chapter Exercises that each GROUP must complete prior to making your Business Strategy Game Decisions. Note that the Individual Quizzes are due prior to the End of Chapter Exercises, which are due at the same time as your Business Strategy Game decisions. Note: Makeup End-of-Chapter Exercises will not be given. Business Strategy Game You will be assigned to a team of co-managers footwear companies in the same industry. As such, you will compete in a business game simulation, with your grade depending on how well you do in the simulation. Because this is 30% of your grade, I want you to take this very seriously. Each team will sign on at www.bsg-online.com and register your team. Special registration codes will be provided to each team. ALL INDIVIDUALS MUST SIGN ON TO THE BSG website. You will make 1 practice round decision and review the output. After that practice round, the teams will compete against each other through 10 rounds of decisions, just like in a real industry. You will receive copious output that tracks your strategic decisions and that provides you with feedback regarding how well you are competing. You are only competing against other class teams. It is essential that your team register at www.bsg-online.com and gain access to all the BSG materials for this course, including tips on how to compete. Your grade on this portion of the material will depend on how well you do in the competition. I am fully aware that only one team can win and only one team will finish in last place, so I am assigning grades as follows: Place 1 2 3 4 5 6 7 8 Grade Score (Pctge) 100.00% 98.00% 96.00% 94.00% 92.00% 90.00% 88.00% 86.00% Points Final Possible Score 300 300 300 300 300 300 300 300 300 294 288 282 276 270 264 258 Please be aware that if a group simply does not participate well or does not take the simulation seriously, I reserve the right to remove additional points based on performance. Conversely, if a group does very well on its decision making and still ends in last place, I reserve the right to add points commensurate with the decision support that you can post online in a blackboard discussion board. I highly recommend that all groups open a blackboard discussion board so that I can actually give you credit for good decision making. Peer Evaluation At the final stages of the class, you will provide peer evaluations of your team members. If there is consensus that your entire group believes that you did not contribute, I reserve the right to remove the BSG points and group assignment points from your score. With good group behavior, you can earn all 60 points. With poor group behavior, you can lose all points associated with the group exercises. If your group has to wait more than three times for you to help with decisions, I will remove you from the group and let the group proceed without you. If you are removed from a group, you will compete as a group by yourself. CHANGES We may encounter glitches in the schedule. The course outline is subject to change at any time during the course. You are responsible for any changes announced during class, and your missing an announcement is not an acceptable excuse for failing to comply with announced changes. However, in the interest of fairness, I will respect the reasons that you may not have seen the announcement and I reserve the right to adjust your grade upward. I will not adjust it downward. CLASS SCHEDULE Module 1 Assignment / Activity Orientation and course preview; coverage of course syllabus, Business Strategy Game (BSG) simulation introduction. Textbook (Individual Work): 1. Read Chapter 1 (What Is Strategy and Why Is It Important?) and review the Lecture slides provided. BSG (Group Work) 1. You will be assigned to company teams as co-managers of a footwear company. Your team will be provided (via email) with a company registration code for the course simulation. It is essential that your team register at www.bsgonline.com and gain access to all the BSG materials for this course. 2. Introduction to The Business Strategy Game using the Lecture slides provided. 3. All class members are required to read the BSG Player’s Guide—there will be a test on the guide. 4. All co-managers of each company team must complete the online BSG Quiz 1 covering the BSG Player’s Guide by July 7, at 11:45 pm. 5. All co-managers of each BSG company must meet and enter answers online for the practice round exercises for Chapter 1 prior to the July 7, at 11:59 pm. 6. All co-managers must enter practice round decisions by July 7, at 11:45 pm. The game is reset after the practice round. 2 Textbook (Individual Work): 1. Read Chapter 2 (Charting a Company’s Long-Term Direction: Vision, Objectives, and Strategy) and review the Lecture slides provided. 2. Complete the online Chapter 1 and 2 Quiz: Deadline: July 9, at 11:59 pm BSG (Group Work) 1. Co-managers of each BSG company meet and enter answers online for end-of-chapter exercises for Chapter 2. Deadline: July 11, at 11:59 pm. The exercises for Chapter 2 are especially important. 2. Schedule an online meeting with Professor Storrud-Barnes for a debriefing on the results of the first BSG practice decision. Have your copy available. The purpose of this debriefing is to make sure that all class members have a good grasp of all the information being provided to them after each decision round is completed (but it should be totally up to each team of co-managers to review the information, digest the meaning of all the numbers and statistics provided, and decide what, if any, actions to take in the next decision round based on this information about the outcomes). The Help sections for each page of these reports provide detailed explanations of the information and tips for using the information wisely. It is not necessary for me to answer questions about these numbers at this stage of your academic development—before you come to me with the questions, please review the Help section for the report page pertaining to any question you have. Thus the point of the debriefing is NOT for me to answer questions about how BSG works, but rather to “force” class members to take note of the contents of these reports—the content of these reports is assuredly something every co-manager needs to review and use on each and every decision round. Data are then reset back to Year 10 just prior to the beginning of the next decision round, so that BSG company comanagers will be able to work on the Year 11 (the first regular or scored) decision round. At the time of the data reset on July 11, the results of the first practice round will no longer be available. 3. Meet in groups and enter decisions for the first full round of THE RESET BSG Year 11. Deadline for completing Year 11 BSG decision entries is July 13, at 11:59 p.m. Module 3 Assignment / Activity Textbook (Individual Work): 1. Read Chapter 3 (Evaluating a Company’s External Environment) and review the Lecture slides provided. BSG (Group Work) 1. Co-managers of each BSG company must meet and enter answers online for the end-of-chapter exercises for Chapter 3 by July 14, at 11:59 pm. The exercises for Chapter 3 are especially important. 2. All class members must review their company Year 11 Footwear Industry Report and the Competitive Intelligence Reports showing Year 11 outcomes. I strongly encourage all class members to get in the habit of carefully and thoroughly reviewing the information in each year’s Footwear Industry Report, Competitive Intelligence Reports, and Company Operations Reports—otherwise, company co-managers lack knowledge of market conditions and their company’s competitiveness vis-à-vis rivals heading into the next decision round (flying blind in a fiercely competitive marketplace is a ticket for disastrous company performance). The Help sections for these reports provide detailed explanations of the numbers in these reports and how to use all the information to good advantage. Co-managers who read the Help sections for these reports carefully and who use the tips and suggestions provided will have an advantage over those who do not. 3. Enter decision entries for BSG Year 12. Deadline: July 16, at 11:59 pm. 4 Textbook (Individual Work): 1. Read Chapter 4 (Evaluating a Company’s Resources and Ability to Compete) and review the Lecture slides provided. 2. Complete the online Chapter 4 and 5 Quiz: Deadline: July 17, at 11:59 pm. 3. Complete BSG Quiz 2 (covering understanding of company operations) Deadline: July 18, at 11:59 pm. BSG (Group Work) 1. Co-managers of each BSG company must meet and enter answers online for the end-of-chapter exercises for Chapter 4 by July 20, at 11:59 pm. The exercises for Chapter 4 are especially important. 2. All class members must review their company Year 12 Footwear Industry Report and the Competitive Intelligence Reports showing Year 12 outcomes. The Help sections for these reports provide detailed explanations of the numbers in these reports and how to use all the information to good advantage. 3. Enter decision entries for BSG Year 13. Deadline: July 21, at 11:59 pm. 5 Textbook (Individual Work): 1. Read Chapter 5 (The Five Basic Competitive Strategy Options) and Chapter 6 (Supplementing the Chosen Competitive Strategy). Also review the Lecture slides provided for both chapters. 2. Complete the online Chapter 6 Quiz: Deadline: July 24, at 11:59 pm. BSG (Group Work) 1. All class members must review their company Year 13 outcomes. The Help sections for these reports provide detailed explanations of the numbers in these reports and how to use all the information to good advantage. 2. Enter decision entries for BSG Year 14. Deadline: July 26, at 11:59 pm. 6 Textbook (Individual Work): 1. Read Chapter 7 (Strategies for Competing in Global Markets) and Chapter 8 (Diversification Strategies). Also review the Lecture Slides for both chapters. 2. Co-managers of each BSG company must meet and enter answers online for the end-of-chapter exercises for Chapter 7 by July 28, at 11:59 pm. The exercises for Chapter 7 are especially important. Module Assignment / Activity 3. Complete the online Chapter 7 and 8 Quiz: Deadline: July 28, at 11:59 pm. BSG (Group Work) 1. All class members must review their company Year 14 outcomes. The Help sections for these reports provide detailed explanations of the numbers in these reports and how to use all the information to good advantage. 2. Enter decision entries for BSG Year 15. Deadline: July 29 at 11:59 pm. 7 Textbook (Individual Work): 1. Read Chapter 9 (Strategy, Ethics, and Social Responsibility) and Chapter 10 (Building an Organization Capable of Good Strategy Execution). Also review the Lecture Slides for both chapters. 2. Complete the online Chapter 9 and 10 Quiz: Deadline: August 3, at 11:59 pm. BSG (Group Work) 1. Co-managers of each BSG company must meet and enter answers online for the end-of-chapter exercises for Chapters 9 by August 5, at 11:59 pm. The exercises for Chapter 9 are especially important. 2. All class members must review their company Year 15 outcomes. The Help sections for these reports provide detailed explanations of the numbers in these reports and how to use all the information to good advantage. 3. Enter decision entries for BSG Year 16. Deadline: August 6, at 11:59 pm. 8 Textbook (Individual Work): 1. Read Chapter 11 (Managing Internal Operations: Actions that Promote Good Strategy Execution) and Chapter 12 (Corporate Culture and Leadership—Keys to Good Strategy Execution). Also review the Lecture Slides for both chapters. 2. Complete the online Chapter 11 and 12 Quiz: Deadline: August 8, at 11:59 pm. BSG (Group Work) 1. All class members must review their company Year 16 outcomes. The Help sections for these reports provide detailed explanations of the numbers in these reports and how to use all the information to good advantage. 2. Enter decision entries for BSG Year 17. Deadline: August 9, at 11:59 pm. 9 BSG (Group Work) 1. All class members must review their company Year 17 outcomes. The Help sections for these reports provide detailed explanations of the numbers in these reports and how to use all the information to good advantage. 2. Enter decision entries for BSG Year 18. Deadline: August 11, at 11:59 pm. 10 BSG (Group Work) 1. All class members must review their company Year 18 outcomes. 2. Enter decision entries for BSG Year 19. Deadline: April 13, at 11:59 pm. 11 BSG (Group Work) 1. All class members must review their company Year 19 outcomes. 2. Enter decision entries for BSG Year 20. Deadline: April 15, at 11:59 pm. Individual Work 1. End-of-Game Peer Evaluations. Deadline: August 15, at 11:59 pm.

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