MGMT 325 Business Policy and Strategy

 

Professor: Mark Naidorf

Office Number: W410

Office Hours: 9:30 a.m. MW and 1:30 T TH by appointment

Telephone: 536-8888 (Home)

E-mail Address: Mnaidorf@wisdom.wsc.ma.edu

Recommended Web Sites:

1) Strategic Management Club Online

www.strategyclub.com

2) Prentice Hall

www.prenhall.com/davidsm

Text: Strategic Management, 7th Edition, by David (Prentice Hall, 1999)

Prerequisites: MGT 351, MKT 331, FIN 341, and senior standing

 

 

Course Description

 

Business policy (MGMT 325) is the capstone, integrative course for graduating business administration students. This is an exciting, challenging course that focuses on how firms formulate, implement, and evaluate strategies. Strategic-management concepts and techniques are studied. Students use all the knowledge acquired from prior business courses, coupled with new strategic-management techniques learned, 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 first part of MGMT 325 consists of interactive lectures on strategic-management techniques and a review of general management, marketing, and finance/accounting tools. Special attention is given to the integration of business concepts

 

Four-person teams will be formed early in the course. Each team of students will analyzing a business policy case. The team will need to answer questions from the class during and after the presentation. There is a written report to accompany this presentation, and your team may want to use handouts, posters, PowerPoint, and/or overheads.

 

Course Evaluation

Test 1 on Chapters 1 to 5 20%

Test 2 on Chapters 6 to 10 20%

Oral case presentation/analysis 30%

Experiential Exercises (classwork and homework) 10%

Attendance & Participation 20%

TOTAL 100%

Course Guidelines

 

Attendance is expected and will be recorded at the beginning of each class. More than four absences from class for any reason will result in your final course average being lowered.

 

Your presentation will be graded on two parts, Content and Delivery. Content includes whether your presentation was accurate, complete, specific, detailed, and error free. Were appropriate analytical tools included? Were they correct? Were your recommendations specific? Did you show clearly how your recommendations could be implemented? You need to be specific in all areas, including your IFE Matrix, EFE Matrix, CPM, TOWS Matrix, BCG Matrix, IE Matrix, SPACE Matrix, QSPM, and recommendations. Tell exactly when, how, where, and why your recommendations are appropriate!

 

Delivery includes whether your case presentation was interesting, lively, special, upbeat, and clear. Were your visual aids readable from the back of the class? Did you use color to highlight points? Were your voice tone, eye contact, posture, and appearance good? Were transparencies, handouts, slides, the blackboard, PowerPoint, or flip charts used to make your oral presentation as interesting and informative as possible?

 

Everyone on your team will receive the same final grade on your oral presentation, but a team member peer evaluation will be given on the last day of class to determine whether each member of the team contributed fairly to preparing and delivering the oral presentation. Each team member will rate each group member (and themselves) on relative contribution made to preparing and delivering the oral case presentation. If you receive a poor rating on this evaluation, your final course average will be lowered one (or more) letter grades. You should do your fair share of work on preparing and presenting the case analysis.

 

During each case presentation, the class will ask the presenting team questions, solicit further explanation of any unclear parts of the presentation, point out any mistakes in the analyses presented, comment on the feasibility and thoroughness of recommendations given, and, perhaps, offer counter-recommendations with supporting analyses or information. Helpful criticism, praise, and compliments should be given, as appropriate. Everyone needs to attend class and to participate in these class discussions.

 

 

 

 

 

 

 

Course Timeline and Assignments -- Tu/Th Schedule

 

DAY

DATE

TOPIC

Thursday

August 24

Introduction

Tuesday

August 29

Chapter 1 & Cohesion Case on Hershey Foods

Thursday

August 31

Chapter 2

Tuesday

September 5

Chapter 3, Part Six, and Appendix

Thursday

September 7

Chapter 4

Tuesday

September 12

Chapter 5

Thursday

September 14

Test 1 on Chapters 1-5

Tuesday

September 19

Chapter 6

Thursday

September 21

Chapter 6

Tuesday

September 26

Chapter 7

Thursday

September 28

Chapter 8

Tuesday

October 3

Chapter 8

Thursday

October 5

Chapter 9

Tuesday

October 10

Chapter 10

Thursday

October 12

Test 2 on Chapters 6-10

Tuesday

October 17

Standardized School of Business Exam

Thursday

October 19

Practice Case: The Audubon Zoo

Tuesday

October 24

Classic Car Club of America

Thursday

October 26

Pilgrim's Pride

Tuesday

October 31

Nike

Thursday

November 2

Winnebago Industries

Tuesday

November 7

The Limited

Thursday

November 9

Promus Corporation

Tuesday

November 14

Playboy Enterprises, Inc.

Thursday

November 16

Banc One Corporation

Tuesday

November 21

Citicorp

Thursday

November 23

Thanksgiving Holiday

Tuesday

November 28

Boeing

Thursday

November 30

Guest Speakers

Tuesday

December 5

Review of the Course

Wednesday

December 6

Reading Day

Saturday

December 9

Optional Final Exam from 3:00 to 5:00


 

 

40 hour analysis