COURSE SYLLABUS
Spring 2009
Course title: Business
Policies, BAD 490-01
Course time: Mondays/Wednesdays,
3:30-4:45
Instructor: Wayne
M. Koprowski
Campus number: 708.524.6564
Home:
847.358.4378
Work email: wkoprowski@dom.edu
Home Email: wkoprowski@comcast.net
Office: Fine
Arts 211
Office hours: Mondays/ Wednesdays 9:30 to
1:00; before or after class, or by appointment
I. PREREQUISITES
ECON 260, BAD
250, 255, 345 & 350.
II. COURSE DESCRIPTION
Business Policies is the capstone course for undergraduate business studies integrating courses, theories, methods and skills studied in the business curriculum and, more importantly, the application of this knowledge to the issues faced by general managers. The purpose of this course is to provide students with the knowledge necessary for business decision-making, policy formulation and administration. The course emphasizes formulation of policies and strategies through a case study and a business computer simulation. The course is designed to accomplish several objectives:
1. To develop a conceptual framework for studying, understanding and evaluating the interrelationship of the various functional activities of a firm as well as the relationship of the firm with the firm’s general economic, political, ethical and social environment.
2. To study the business firm as a “going concern” with particular attention to the roles played by customers, suppliers, employees and stockholders as well as other constituencies.
3. To acquire knowledge and develop concepts in the areas of business management and business policy that aids in the understanding and solving of management problems.
4. To develop a sense of managerial responsibility and an appreciation for ethical behavior, recognizing the importance of general management decisions, use of scarce resources and the obligations that the firm has to various groups.
5. To recognize, analyze and diagnose management problems in the context of lack of information, numerous relevant variables, complex interdependencies and a dynamic environment.
6. To apply concepts and techniques to strategic problem solving and decision-making situations.
7. To gain an understanding of global issues as they relate to business strategy.
As a result of completing the business simulation exercise, students should learn:
1. To chart a long-term direction of a company.
2. To set strategic and financial objectives.
3. To develop strategies which produce a competitive advantage.
4. To analyze competitive strengths and weaknesses, operating results and market standing vis-à-vis their competition and decide on courses of action.
5. To actively participate in a senior management environment requiring strategic thinking and results-oriented decision-making.
IV. COURSE METHODOLOGY
The instructor will provide guidance through limited lectures and comments. Students will be involved in participating in class discussions. There will be two case analyses, a midterm, a final exam and a final written report and a group presentation reporting on the results of the business computer simulation. Students will organize themselves into teams of no more than four individuals to accomplish the assignments.
V. TEXTS
Strategic Management, Concepts and Cases, David, 12th Edition, Prentice Hall, 2009, ISBN: 10-0136015700; or ISBN: 13-9780136015703
GLO-BUS online (www.glo-bus.com)
VI. COURSE REQUIREMENTS
Case Analyses. Students will form groups of no more than four individuals (can be the same as the management team formed for the simulation). Each group will be assigned one case from the David casebook. Each group will prepare a 3-5 page paper, space and a half, in outline or bullet format addressing the topics listed below. Each group will make one informal, in class presentation analyzing the assigned case of approximately 20-25 minutes. Groups should assume the role of outside consultants retained to analyze the company. The cases assigned will usually provide a general industry background plus a description of the firm’s history and condition at a point in time. Groups will analyze the strategic problems faced by the firm and propose solutions on a “going forward” basis. The teams will then present their findings and proposals in an oral class report. Students will be evaluated on content, quality of the analysis, knowledge of the company, ability to respond to questions from the class. The case analysis should emphasize the strategic concepts discussed in class and should address the following at a minimum:
- SWOT analysis
- Core competencies
- Issues facing the organization
- Current strategy
- Recommendations regarding future strategy/course of action
The assigned cases for the semester are:
- Hewlett-Packard - Anheuseur-Busch
- McDonald’s - Southwest Airlines
- Coca-Cola - Revlon
- The Gap - MGM Mirage
Simulation Exercise. This computer simulation is the primary learning experience of the course. Students will form management teams of no more than three persons and operate a company. The teams will function under simulated real-life conditions of limited time and information, with competition, and within an uncertain and changing environment. Teams will make management decisions for eight periods plus one trial decision. Team decisions will be due each Monday by noon.
Strategic Plan. Each team will submit a business plan for its company. An outline of the plan will be handed out and discussed in class.
Simulation Final Report. Each team will prepare a written annual report of no more than ten pages (plus exhibits), which summarizes each company’s results and management’s tenure operating the company. Further instructions will be provided.
Final Presentation. The final class periods will be devoted to oral presentations in which each management team will report on their company’s performance during their tenure as company management. These will be formal presentations, i.e. students are expected to dress professionally and prepare a formal presentation to the class acting as senior executives of the company.
Note: The teams that place first and second in the simulation at the end of the semester will be exempt from the final oral presentation but will turn in the final report.
Peer Evaluation. Each student will be required to evaluate
each team member on forms provided by the instructor. Failure
to turn in an evaluation form will result in a “zero” for that portion of the
course grade (25 points).
EFE
and
Class
Participation. Students will receive 50 participation
points for attending class regularly.
Five points will be deducted for every unexcused absence after the first
absence, i.e. each student gets one unexcused absence. The remaining 25 participation points are
discretionary depending on class participation.
Students will be evaluated on their contribution to class
discussions. The student’s insights,
grasp of topics, concepts and terms will be taken into consideration. Please note that a portion of the
participation grade will be determined based on the student’s critique of the
case presentation i.e. quality of questions, insights, etc. as well as acting
as a board director during the final two classes.
VII. ATTENDANCE
Attendance is expected since
information presented during class and class discussions will enhance the
learning experience. NOTE: Five points will be deducted for every unexcused absence after the
first absence, i.e. each student gets one unexcused absence.
VIII. GRADING
Activity Points
Case 75
Simulation
Business Plan 75
Final Report 100
Management Presentation 75
Performance 25
Peer Evaluation 25
Class Participation 75
External Field Exam 50
Internal Field Exam 50
Total Points: 550
A = 94-100
A- = 90-93
B+ = 88-89
B = 80-87
B- = 78-79
C+ = 76-77
C = 70-75
C- = 68-69
F = Below 68
COURSE OUTLINE
BUSINESS POLICIES
Spring 2009
January 19 Introduction to course; Read Participant Guide to GLO-BUS online Strategy Game
January 21 Simulation orientation
January 26 Strategic
Management Process
David, Chapters 1 & 2
January 28 Strategic Management Process
David, Chapters 1 & 2
Feb. 2 External Audit
David, Chapter 3
Trial Decision
Feb. 4 External Audit
David, Chapter 3
February 9 Internal Audit
David, Chapter 4
Decision 1
February 11 Internal Audit
David, Chapter 4
February 16 External
Field Exam
Decision 2
February 18 External
Field Exam
February 23 Internal
Field Exam
Decision 3
Business Plan Due
February 25 Case Presentations
March 2 Resource Based Strategy
David, Chapter 4
Decision 4
March 4 Resource Based Strategy
March 9-11 Spring break
March 16 Cost and Differentiation Strategy
Decision 5
March 18 Case presentations
March 23 Technology
Decision 6
March 25 Technology
David, Chapter 6 (skip p.198-224)
March 30 Globalization
David, Chapter 7
Decision 7
April 1 Globalization
April 6 Implementing Strategy
David, Chapters 5 & 7
Decision 8
April 8 Implementing Strategies
April 13 Vertical Integration Strategy
Diversification
April 15 Evaluation and Control
Chapter 9
April 20 Class presentations
April 22 Class presentations
April 29 Final