Managing the Enterprise MGT 490 Syllabus Spring 2015
MGT 490-05 Monday and Wednesday 3:00pm to 4:15pm — Miriam Hall, Room 104
MGT 490-N1 Monday and Wednesday 4:30pm to 5:45pm — Miriam Hall, Room 104
Professor: Diane M. Sullivan, Ph.D. / Office Hours: Monday, Wednesday 1:00pm-3:00pmOffice location: SBA, Miriam Hall room 702 / Website: http://academic.udayton.edu/DianeSullivan
Phone: 937-229-3705
Email:
Objective
This course focuses on creating an understanding of how concepts and analytical tools learned in other business courses are integrated in practice to create a unified whole. Students learn how general and top managers gather and use information to influence organizational mission, goals, and strategies. Course typically relies heavily on cases and/or simulation. Further, this course seeks to align understanding managing the enterprise with the Mission of the UD SBA: The School of Business Administration is a learning community committed in the Marianist tradition to educating the whole person and to connecting learning and scholarship with leadership and service in an innovative business curriculum designed to prepare ethical leaders for successful careers in a global business environment.
Text:
Hitt, Ireland & Hoskisson (2007). Strategic Management: Competitiveness and Globalization- Concepts, 8th Ed., Thompson South-Western.
Other Materials:
Capstone® simulation registration (www.capsim.com).
Grades are comprised of:
Assignments / Point Value / Due DateIndividual Assignments
CapSim Quiz / 35 / · Monday, February 9, 2015
ETS Test / 35 / · TBD
Experiential/Networking Paper Assignment / 100 / · Within one week after student attends the session
Mid-term Exam (all material to mid-term, multiple choice format) / 100 / · Wednesday, March 4, 2015
Final Exam (all material from mid-term, multiple choice format) / 100 / · 3:00pm Class: Monday, April 27th, 12:20pm-2:10pm
· 4:30pm Class: Monday, April 27th, 4:30pm-6:20pm
Team Assignments
Simulation Performance
/ 100 / · Determined after Round 8 of CapSim processesCapSim Strategic Plan
/ 100 / · Wednesday, March 11, 2015Final Presentation (100-pts) and Peer Evaluations (30-pts)
/ 130 / · Teams Andrews, Baldwin and Chester: Monday, April 13, 2015· Teams Digby, Erie and Ferris: Monday, April 20, 2015
Total Possible Points (individual & team): / 700
Ø Grading
The plus/minus system will be used whereby grades will be distributed according to the following schedule:
Out of 700 Points:
Grade / High Range / Low Range / Percentage in Course / GPAA / = / 700 / 658 / 94 – 100 % / 4.00
A- / = / 657 / 630 / 90 – 93 % / 3.67
B+ / = / 629 / 609 / 87 – 89 % / 3.34
B / = / 608 / 588 / 84 – 86 % / 3.00
B- / = / 587 / 560 / 80 – 83 % / 2.67
C+ / = / 559 / 539 / 77 – 79 % / 2.34
C / = / 538 / 518 / 74 – 76 % / 2.00
C- / = / 517 / 490 / 70 – 73 % / 1.67
D / = / 489 / 420 / 60 – 69 % / 1.00
F / = / 419 / 0 / < 60 % / 0.00
Ø Performance Standard for Grading
Ø Many of you have either already begun your transition period from being a student to a professional or you are planning to in the near future. As such, the quality of the work you complete should be that of a professional.
Ø The following will be used in grading your work and in assigning your final grade for the course.
Ø A = Outstanding: A student who consistently demonstrates a nuanced understanding of material, engages in high quality participation/preparedness, exhibits excellent team management abilities, generates deliverables that demonstrate superior abilities, etc.
Ø B = Above Average: A student who consistently demonstrates above average understanding of the material, engages in participation demonstrating regular preparation, works well in groups, turns in thoughtful, well-prepared, high-quality deliverables, etc. May demonstrate sporadic “outstanding” work.
Ø C = Average: A student who demonstrates an understanding of the material, comes to class most of the time and participates, is usually prepared, gets along in groups, provides a positive contribution to team assignments, and turns in deliverables of appropriate professional quality.
Ø D = Below Average: A student who does not fully understand the material, misses class and/or fails to participate regularly, doesn’t prepare for class regularly, gets along in groups and does a fair share but the quality may not meet group members’ expectations, puts deliverables together at the last minute, etc.
Ø F = Failure: A student who has an inadequate understanding of some or all of the material, misses class, does not participate, does not turn in all deliverables, and/or does not complete team assignments.
Ø Attendance and Class Participation
Ø Attendance, advanced preparation, active preparation and contribution are vital to your career success. It is also vital to an effective learning environment. No set weight is allocated to this component of the course. However, your instructor, at her discretion, will use this component to revise your overall grade for this course—this may raise or lower your grade. Pop quizzes may periodically be given to help in assessing preparation.
Ø Throughout the semester I will evaluate the adequacy your individual class participation. Evaluations will primarily be based on the frequency and quality of your contributions to in-class discussions as well as your contributions during in-class exercises (both individual and team-based). If individual class contributions are not deemed adequate (e.g., if you never speak up in class) or value-adding to the class discussions and in-class projects (e.g., your contributions must be meaningful to the topics under discussion), your overall final grade can be increased or decreased. These evaluations will occur on an ongoing basis and a final evaluation regarding each student’s semester-long participation quality will be made at the end of the semester.
Ø A few notes on class contributions: The assessment of contribution will be based first on the quality and second on the quantity of your participation. Further, the extent of both attributes will be solely determined by the instructor. While much of the focus of class discussions is the application of analytical frameworks/tools to guide strategic decisions, any comments adding to the classes’ understanding of the issues, cases, firms, strategic topics, etc. are encouraged. Comments reflecting thorough preparation which extend the class discussion can positively affect your grade. Conversely, “off-the-cuff” and non-value adding contributions will negatively affect your grade.
Ø What is a contribution?
Ø Raising and answering substantive and relevant questions
Ø Sharing relevant ideas, observations, and personal experiences
Ø Generating potential solutions
Ø Relating/synthesizing ideas of others to increase everyone’s understanding of a concept
Ø Pointing out relationships to earlier discussions
Ø Please note that criticism of others’ ideas/comments without substantive recommendations or alternatives is not considered a contribution
Other Policies
1. Student Evaluation of Teaching: The university will ask for your anonymous feedback regarding instruction in this course through the online Student Evaluation of Teaching (SET) as your candid, respectful opinions and constructive suggestions have an impact on the quality of teaching at UD. Instructions for how to complete SET will be sent to your UD email account toward the end of the semester, and I may give you additional instructions (for example, whether you will complete SET in the classroom). If you encounter technical problems accessing SET, contact the UDit Help Desk . To learn more about SET, visitgo.udayton.edu/set.
Ø Electronic Devices
1. No electronic devices are to be used in the classroom (e.g., cell phones, PDAs, laptops, etc.).
2. Throughout the semester, there may be certain designated in-class work days where a laptop may be used in class. These days will be announced in class.
Ø Students with Disabilities
1. If you anticipate or experience physical or academic barriers based on disability, please let me know immediately so that we can discuss options. You are also welcome to contact the LTC's Office of Learning Resources (OLR) to discuss reasonable accommodations. Please contact OLR at937-229-2066 (TTY 937-229-2059 for deaf/hard of hearing), by email r stop by OLR in the LTC, room 023 Roesch Library. If you have an Accommodation Letter provided by OLR, please contact me to discuss. If you need assistance accessing print material, please review the OLR website information under Disability Resources for alternative formats. This includes textbooks and electronic material such as PDF documents. (http://www.udayton.edu/ltc/learningresources/index.php#alternativeformats)
Ø Academic Integrity
1. Academic dishonesty will not be tolerated. This is a policy that I take very seriously. If cheating, plagiarism, or academic dishonesty of any kind occurs, the offender will be automatically dismissed from the course with a failing grade.
2. The University Bulletin specifies what constitutes academic dishonesty, so I suggest that you read it. For example, beyond those types of dishonesty discussed in point one in this section, academic dishonesty also involves enabling others to cheat. That is, if you “lend an assignment” to someone, and they copy it (or just portions of it), you will receive the same penalty as they do. It doesn’t matter if you tell them not to copy, if they do so anyway, you share liability with them. If it is a group assignment, I use my judgment to decide what to do, but everyone within the group can receive the same grade.
3. With regard to citing references that you have used within the body of your work, you must cite all sources. Anything that is cut and pasted should be included in quotes and cited in your bibliography. Do not excessively use direct quotes, either. Be sure to paraphrase if direct quoting seems excessive. If you are unclear of what to cite or not, contact me for clarification before the assignment is due.
4. For any emails sent during the semester, I will use the University’s Gmail email system and the corresponding email addresses for the members of the class.
Ø Classroom Professionalism
1. Always be respectful of others in the class (professor and students); their opinions and comments.
2. Respect extends beyond the classroom. The content of any emails, group meetings, online chat meetings, etc., should be carefully thought out. Please be respectful of each other and the professor, including your electronic transmittals. This is a formal business course and I expect you to conduct yourselves as business people inside and outside of the classroom, including correspondence.
3. The professor reserves the right to alter the syllabus, itinerary, or class assignments at any time.
4. Any behavior deemed by the professor as unprofessional, disrespectful, inappropriate, and/or rude will result in up to a 20% reduction in your final grade.
Managing the Enterprise MGT 490
Course Outline for Spring 2015
Readings and assignments are due on the day noted on this itinerary. Please come prepared to discuss the readings assigned and with the downloaded slides from the course website. Changes can occur to maximize learning.
Class Date
/Day
/Topics
/Assignments Due
January 12 / Monday / *Classes Begin*· Course Introduction
· Assignment Discussion
January 14 / Wednesday / · CapSim: Introduction and Teams Formed / · CapSim Manual
· CapSim Tutorial “Introductory Lesson”
January 19 / Monday / ** No Class, Martin Luther King, Jr. Day **
January 21 / Wednesday / · CapSim: Introduction (Continued) / · CapSim Tutorial “Introductory Lesson”
· Individual Assignment: CapSim registration to be completed by today
January 26 / Monday / · CapSim: Introduction (Continued) / · CapSim Tutorial “Introductory Lesson”
· CapSim Practice Round #1 processes
January 28 / Wednesday / · Strategic Management and Strategic Competitiveness / · Chapter 1
February 2 / Monday / · The External Environment: General Environment / · Chapter 2
· CapSim Practice Round #2 processes
February 4 / Wednesday / · The External Environment: Industry Environment Day #1 / · Chapter 2
February 9 / Monday / · The External Environment: Industry Environment Day #2 / · Chapter 2
· Individual Assignment: CapSim Quiz (35-points)
· CapSim Practice Round #3 processes
February 11 / Wednesday / · The Internal Environment Day #1 / · Chapter 3
February 16 / Monday / · The Internal Environment Day #2 / · Chapter 3
· CapSim Practice Round #4 processes
February 18 / Wednesday / · Business-level Strategy Day #1 / · Chapter 4
February 23 / Monday / · In-class Team Meetings / · CapSim Graded Round #1 processes
February 25 / Wednesday / · Business-level Strategy Day #2 / · Chapter 4
March 2 / Monday / · Mid-Term Exam Review / · CapSim Graded Round #2 processes
March 4 / Wednesday / Mid-term Exam (100-points)
(Chapters 1-4) / · Individual Assignment: Mid-term exam (100-points)
March 9 / Monday / · In-class Strategic Plan Team Workshop Day / · CapSim Graded Round #3 processes
March 11 / Wednesday / · Competitive Rivalry and Competitive Dynamics / · Chapter 5
· Team Assignment: Strategic Plan Due (100-points)
March 16 / Monday / · Corporate-level Strategy, Day #1 / · Chapter 6
· CapSim Graded Round #4 processes
March 18 / Wednesday / · Corporate-level Strategy, Day #2 / · Chapter 6
March 23 / Monday /
· Acquisition and Restructuring Strategies Day #1
/ · Chapter 7· CapSim Graded Round #5 processes
March 25 / Wednesday / · Acquisition and Restructuring Strategies Day #2 / · Chapter 7
March 30 / Monday / · International Strategy Day #1 / · Chapter 8
· CapSim Graded Round #6 processes
April 1 / Wednesday / · International Strategy Day #2 / · Chapter 8
April 6 / Monday / ** No Class, Easter Recess ** / · CapSim Graded Round #7 processes
April 8 / Wednesday /
· Presentation Prep Day
/ · CapSim Graded Round #8 processesApril 13 / Monday /
Final Presentations Teams
Andrews, Baldwin and Chester
/ · Team Assignment: Feasibility Analysis Presentations (100-pts)· Peer Evaluations Due: (complete them on the CapSim website under homework link) (30-pts)
April 15 / Wednesday / ** No Class, Stander Symposium **
April 20 / Monday /
Final Presentations Teams