Documente Academic
Documente Profesional
Documente Cultură
Criteria 0 1 2 Total
Grammar Several One or two No
grammar errors mistakes
errors
Spelling Multiple One or two No spelling
spelling errors errors errors
Word Choice Below Good word Excellent
average word choices word
choices choices
Paragraph/Sentence Poor Good Very well
Organization and Flow organization organization organized
Professional Style Poor Acceptable Excellent
Total Points 10
b. Criteria for rewriting is as follows:
i. A paper scoring a zero in any of the five
criteria must be rewritten.
ii. For all papers totaling 6 or under, the paper
must be rewritten.
iii. For all papers totaling 5 or under, the student
must make an appointment with the writing
tutor.
2. Students will write a firm case analysis draft gathering,
incorporating and interpreting source material in their writing.
a. Grading will utilize the below rubric:
The required text for this course is: Gregory G. Dess, G.T.
Lumpkin, and Alan B. Eisner (2006): Strategic Management. Text
and Cases (3rd edition). McGraw-Hill: Boston. ISBN-10:
Required Texts & 0073267201
Materials Group Simulation: Capsim’s FOUNDATION simulation tool from
www.capsim.com.
Individual Simulation: Capsim’s COMP-XM simulation tool from
www.capsim.com
READINGS
[COMPLETED TOPIC FOR CLASS DISCUSSION & QUIZ
DATE CASE SIMULATION
BEFORE CASE PREPARATION
LECTURE]
Syllabus, Doing library research, Pre-test, Strategic
Mon No readings Case
Management, Open discussion
Aug 20 Syllabus Assignments
Meeting the writing tutor, Strategic Management Introduction,
Wed
Chapter 1 Open discussion, Form groups for simulation registration, &
Aug 22
selection of groups
Mon
Chapter 2 Analyzing the External Environment of the Firm
Aug 27
Wed Assessing the Internal Environment of the Firm Sample Case: Submit Q1 (Aug 27
Chapter 3
Aug 29 Case Discussion Ford until midnight Sep 3)
Mon
Labor Day
Sep 3
Wed Chapter 4 Firm's Intellectual Assets Case 1: The Submit results of
Submit Q2 (Sep 3 until
Sep 5 Casino Industry PR1
midnight Sep 10)
Mon Chapter 4 Firm's Intellectual Assets Case 2: Submit results of
Sep 10 Case Discussion Wal-Mart PR2
Wed Chapter 5 Business-Level Strategy Submit Q3 (Sep 10
Sep 12 Case Discussion until midnight Sep 17)
Case 3:
Mon Chapter 6 Business-Level Strategy Submit results of
McDonald’s
Sep 17 Case Discussion R1
Case 4: Submit Q4 (Sep 17
Wed Chapter 6 Corporate-Level Strategy
Southwest until midnight Sep 24)
Sep 19 Case Discussion
Mon
Chapters 1-6 Catch-up and Review
Sep 24
Wed
MIDTERM EXAM (CH 1-6)
Sep 26
Digital Business Strategy
Mon Chapter 8 Case 5: Submit results of
Case Discussion
Oct 1 JetBlue R2
Feedback and suggestions
Case 6: Submit Q5 (Oct 1 until
Wed Chapter 7 International Strategy
Yum! Brands midnight Oct 8)
Oct 3 Case Discussion
Mon Chapter 7 International Strategy Case 7: Submit results of
Oct 8 Case Discussion Starbucks R3
Wed Submit Q6 (Oct 8 until
Simulation review
Oct 10 midnight Oct 15)
Mon Submit results of
Chapter 9 Strategic Control
Oct 15 R4
Wed Submit Q7 (Oct 15
Chapter 9 Corporate Governance
Oct 17 until midnight Oct 22)
Mon Submit results of
Chapter 10 Organizational Designs
Oct 22 R5
Wed Chapters 11 Strategic Leadership Submit Q8 (Oct 22
Oct 24 until midnight Oct 29)
Mon Chapters 12 Submit results of
Innovation Management
Oct 29 R6
Wed Chapters 12 Submit Q9 (Oct 31
Corporate Entrepreneurship
Oct 31 until midnight Nov 5)
Mon Chapters 13 Submit results of
New Ventures
Nov 5 R7
Wed Special topics in Strategy 1: Submit Q10 (Nov 5
-
Nov 7 Strategy in emerging economies until midnight Nov 12)
Mon Special topics in Strategy 2: Submit results of
-
Nov 12 Alliances and joint ventures R8
Wed - Special topics in Strategy 3:
Nov 14 Cross cultural management
Mon Simulation Report
- Post test, Report writing
Nov 19 Due (Nov 26)
Wed
- Catch-up and Review
Nov 21
Mon
FINAL EXAM (7, 9-13)
Nov 26
Wed
Submit results of COMPXM by midnight
Nov 28
Course Policies
Make-up Policy Students not present for an exam will be assigned a grade of “0” unless
PRIOR arrangements have been made or an acceptable excuse provided.
Excused exam makeup is at the instructor’s discretion and in accordance
with departmental policy.
Late work will not be considered and assigned a grade of “0” unless prior
Late Work
permission is got from the instructor.
IN-CLASS ASSIGNMENTS
I may periodically assign additional assignments not listed on the syllabus.
Per my discretion, there may also be unannounced in-class only assignments
given for extra credit. You must be in attendance in order to receive any
credit. Also, we may have guest lecturers and or films shown throughout the
course with associative assignments. You are expected to complete these
assignments on time.
QUIZZES:
Web-based quizzes will be given weekly. These are open book/open note
and will cover the weekly class material. Material will cover any previous
assigned chapter readings/discussions/lectures. These are designed to aid you
in your learning and help prepare you for the exams. Your top 8 quiz scores
will be used in calculating your final grade (2 lowest scores dropped).
Quizzes will be available beginning on Monday, August 27th (see WebCT
for further details). No excused absences will be given without a written
excuse from a doctor or academic dean.
EXAMS
There will be two exams, a mid-term and a final. Exam questions stem from
the Strategic Management textbook as well as outside materials that may be
brought in by the instructor and/or students. Exams are primarily multiple-
choice with the possibility of short answer. Make-up exams are allowed for
Special Assignments excused absences only. Excused absences include, but are not limited to,
sickness, a death in the family, and personal/family injuries. Contact must be
made with the instructor or student services prior to the scheduled exam time.
If contact is not made according to this guideline, students should not expect
make-up exams to be offered.
WRITTEN ASSIGNMENTS:
You have to choose 4 cases from the syllabus for producing a written case
analysis. You have to submit two copies of the assignment. Also submit your
assignment through WebCT. Two of these cases must be submitted before
the midterm. Each case analysis is due at the beginning of each class when
the case is scheduled to be discussed. No case write-ups are accepted after
we discussed a case in class – even if you did not attend the particular
class!
Each case should be a comprehensive analysis of the facts of the case and
application of concepts discussed in the lecture or sourced from the textbook
using the questions in the cases. Your case analysis grade will be based on
the quality of your work.
Your position is that of a business consultant to the chief executive
officer of the company. You have been hired to do a strategic
analysis of the company and the industry using case materials, library
research, electronic data sources, and tools suggested by the text. The
goal is to determine what direction the company should take and make
specific recommendations about what the company should do next
and why.
Including quantitative analyses (e.g. such as financial ratios, industry
sales, and competition figures) is highly recommended. Clever use of
exhibits can dramatically enhance the quality of the paper.
Library research AND online research (called “due diligence” in the
business world) is REQUIRED. As a guide, each of your cases
should have at least 5 references listed. Try and avoid the “Google”
method of report writing and use the library’s amazing resources,
such as the access to electronic periodicals of 100’s of business
journals and documents to make your recommendations. A
bibliography is required according, providing a full list of references.
Hand in two copies of your written report. Keep an additional copy
for yourself.
The content of the written cases will be graded according to the individua
ability to find, sift through, and compile information pertinent to this assignme
Thoroughness, accuracy, and keen analysis should come through in this port
of the paper.
GROUP SIMULATION:
The group simulation exercise will allow students to practice some of the
key concepts and theories learned in the course while managing in a
competitive business environment. There will be eight formal rounds and
two practice rounds in this simulation exercise.
When possible, some class time will be allotted to the simulation exercise;
however, students are expected to meet outside of the class time to prepare
weekly simulation decisions and to upload their decisions to the simulation
web-site on the assigned due date. To be effective team members, students
should prepare for the team meetings by analyzing data in their particular
area of responsibilities and prepare the various types of documents for
presentation to the team. Teams will be competing against their peers.
Capsim’s Foundation®
Foundation® teaches business R&D, HR, Finance, Marketing, Production,
Strategy, Tactics, Leadership and Teamwork. In Foundation®, students will
run a $40 million company for eight years. The simulation is played as a team
competition (Foundation® Tournament): four to six teams, with each team
running a company and competing head-to-head. Foundation® companies
operate in two market segments: "Low Tech" and "High tech." Students begin the
simulation with one product, but can develop a portfolio of up to five products.
Each simulated year they will make decisions in Research and Development,
Marketing, Finance, Human Resources and Production. In later rounds, Total
Quality Management can be added as well.
Students select the benchmarks that will measure success. They choose from two
or more measures including Return on Equity (ROE), Return on Investment
(ROI), Market Capitalization, Market Share (in Dollars), Cumulative Profit,
Return on Assets (ROA), Asset Turnover and Stock Price. You are expected to
carefully read the simulation manual and built-in materials!
ADDITIONAL READINGS:
There are additional readings (aside from your text) assigned throughout the
semester. Please refer to WebCT for access to these articles. We will discuss
these articles in class, and material covered may show up on exams.
PEER EVALUATIONS:
Members will assess each other (as well as themselves) on their contribution
to the group simulation, attendance at meetings, timely contribution to
individually assigned tasks, and overall performance.
Members will assess each other (as well as themselves) on their contribution
to the group simulation analysis/report (attendance at meetings, timely
contribution to individually assigned tasks, and overall performance). ALL
groups will multiply the number of people in their group by 100 points and
assign the total points among the members. All members must receive
between 80 and 120 (per evaluator) points. Each member's individual
grade on the assignment will be determined by multiplying the group grade
on the assignment by their total peer points (including their own rating)
divided by 100 times the number of people in their group.
EXAMPLE:
Group Grade = 80/100, four students
Student A - total peer ratings = 440
Individual Grade = 80 X 1.1 = 88
Student B - total peer ratings = 360
Individual Grade = 80 X.9 = 72
Students C and D - total peer ratings = 400
Individual Grade = 80 X 1.0 = 80
Be objective in evaluating other members in your group and specify
reasons.
The evaluation must be turned in on the day of the final exam.
Please find the peer evaluation form attached with this syllabus.
Turn-Around Time: Exams will generally be returned the next class meeting.
Other graded material will be returned and/or posted within two weeks. Scores
for all graded materials will be posted on WebCT.
The University of Texas System and The University of Texas at Dallas have rules
Student Conduct and
and regulations for the orderly and efficient conduct of their business. It is the
Discipline
responsibility of each student and each student organization to be knowledgeable
about the rules and regulations which govern student conduct and activities.
General information on student conduct and discipline is contained in the UTD
publication, A to Z Guide, which is provided to all registered students each
academic year.
A student at the university neither loses the rights nor escapes the responsibilities
of citizenship. He or she is expected to obey federal, state, and local laws as well
as the Regents’ Rules, university regulations, and administrative rules. Students
are subject to discipline for violating the standards of conduct whether such
conduct takes place on or off campus, or whether civil or criminal penalties are
also imposed for such conduct.
The faculty expects from its students a high level of responsibility and academic
honesty. Because the value of an academic degree depends upon the absolute
integrity of the work done by the student for that degree, it is imperative that a
student demonstrate a high standard of individual honor in his or her scholastic
work.
Scholastic dishonesty includes, but is not limited to, statements, acts or omissions
related to applications for enrollment or the award of a degree, and/or the
Academic Integrity submission as one’s own work or material that is not one’s own. As a general
rule, scholastic dishonesty involves one of the following acts: cheating,
plagiarism, collusion and/or falsifying academic records. Students suspected of
academic dishonesty are subject to disciplinary proceedings.
Plagiarism, especially from the web, from portions of papers for other classes,
and from any other source is unacceptable and will be dealt with under the
university’s policy on plagiarism (see general catalog for details). This course
will use the resources of turnitin.com, which searches the web for possible
plagiarism and is over 90% effective.
The administration of this institution has set deadlines for withdrawal of any
Withdrawal from
college-level courses. These dates and times are published in that semester's
Class
course catalog. Administration procedures must be followed. It is the student's
responsibility to handle withdrawal requirements from any class. In other words,
I cannot drop or withdraw any student. You must do the proper paperwork to
ensure that you will not receive a final grade of "F" in a course if you choose not
to attend the class once you are enrolled.
Procedures for student grievances are found in Title V, Rules on Student Services
and Activities, of the university’s Handbook of Operating Procedures.
Copies of these rules and regulations are available to students in the Office of the
Dean of Students, where staff members are available to assist students in
interpreting the rules and regulations.
As per university policy, incomplete grades will be granted only for work
unavoidably missed at the semester’s end and only if 70% of the course work has
Incomplete Grades been completed. An incomplete grade must be resolved within eight (8) weeks
from the first day of the subsequent long semester. If the required work to
complete the course and to remove the incomplete grade is not submitted by the
specified deadline, the incomplete grade is changed automatically to a grade of F.
It is the student’s responsibility to notify his or her professors of the need for
such an accommodation. Disability Services provides students with letters to
present to faculty members to verify that the student has a disability and needs
accommodations. Individuals requiring special accommodation should contact
the professor after class or during office hours.
The University of Texas at Dallas will excuse a student from class or other
required activities for the travel to and observance of a religious holy day for a
religion whose places of worship are exempt from property tax under Section
11.20, Tax Code, Texas Code Annotated.
If a student or an instructor disagrees about the nature of the absence [i.e., for the
purpose of observing a religious holy day] or if there is similar disagreement
about whether the student has been given a reasonable time to complete any
missed assignments or examinations, either the student or the instructor may
request a ruling from the chief executive officer of the institution, or his or her
designee. The chief executive officer or designee must take into account the
legislative intent of TEC 51.911(b), and the student and instructor will abide by
the decision of the chief executive officer or designee.
Off-campus, out-of-state, and foreign instruction and activities are subject to state
Off-Campus law and University policies and procedures regarding travel and risk-related
Instruction and activities. Information regarding these rules and regulations may be found at
Course Activities http://www.utdallas.edu/BusinessAffairs/Travel_Risk_Activities.htm. Additional
information is available from the office of the school dean.
These descriptions and timelines are subject to change at the discretion of the Professor.
GROUP EVALUATION FORM – SIMULATION
Use this form to evaluate the level of contribution of yourself and group members on the simulation
group exercise. First, write each team member’s name in the space provided (please do so alphabetically,
last name fist). Second, assign a score between 80 and 120 for each team member that reflects your
perception as to the grade they should receive on this project. And finally, offer comments (if desired) to
explain your reasoning of the grade you assigned (and because self-evaluation is important in the learning
process – make sure to place an * next to your name and assign yourself a letter grade as well). As a
guideline, suggested comment topics are provided below.
Finally, you should know that this document will be held in strict confidence by the instructor but if need
be, some evaluation comments may be referred to in student-instructor conferences (with evaluator’s name
withheld).
Suggested comment topics: level of labor / thinking contribution, attitude toward the assignment/each
other, would like to work with this person again, pulled their own weight, etc.
2) _____________________________
Project Grade _____
3) _____________________________
Project Grade _____
4) _______________________________
Project Grade _____
5) _______________________________
Project Grade _____
6) _______________________________
Project Grade _____