CONCORDIA UNIVERSITY

CONCORDIA UNIVERSITY =

SYLLABUS

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BA 458: Business Pol= icy & Strategy

Professor: Wilson Zehr

Office<= /b>: = School of Managemen= t, Cent 205

Phone:            (503) 493-6203 / (503) 789-2676

Email:         = wzehr@cu-portland.edu / wilson@cendix.= com

Office Hours: after class or by appointment

Overview

“= Smart: = We work smart. We challenge t= he status quo to find the next great idea. Where we can’t find disruptive change, we continue to refine and optimize. We take calculated risks in the hope of finding the next great idea; but, we don’t throw caution to t= he wind – we make sound business decisions based on the facts of each situation.“

C= endix Corporate Values (www.cendix.com)

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Course Description:

This is the capstone course for the School of Managemen= t and should be taken in the student’s final semester before graduation= . Students learn to systematically a= nalyze a firm’s internal and external environments and to apply concepts and theories related to the formulation and implementation of business and corporate–level strategy. The influence of different organizational roles and functions (sales, marketing, finance, etc.) on strategic thinking is emphasized in teaching students the= linkage between symptoms, critical analysis, management interpretation, potential s= olutions, and desired outcome.

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Course Credit: 3 credit hours

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Prerequisites:

Completion of all required S= chool of Management courses. Enroll= ment priority is given to graduating seniors who have applied for graduation.

Time/Location:   Spring 2009 (1/7/2009 to 4/27/2009)

Mon/Wed/Fri:        &= nbsp;           &nbs= p;    9:30 – 10:20            &= nbsp;   2:00 – 2:50

Room:            =             &nb= sp;            =    M 102            =                LH 100  &nbs= p;            &= nbsp;           &nbs= p;            &= nbsp;    =

= Course Materials

<= span style=3D'mso-spacerun:yes'> (1) Text book: Hitt, Michael A.; Ireland= , R. Duane; Hoskisson, Robert E. (2007) Strateg= ic Management: Competitiveness and Globalization (Concepts and Cases), 8th edition, South-Western (Cengage Learning), 2009, ISBN 13: 978-0-324-65559-9= .

(2) Stan= ford Case: The Stanford “feature” case will be posted on the Cendix website (http://www= .cendix.com/community.html#education).

(3) The syllabus, PowerPoint slides, case notes, and case questions (if any) will be posted on the Cendix website for viewing/download.

= Expectations

T= his class is expected to be a highly interactive and reasonably demanding class that is nevertheless informal and fun.&nbs= p; It is expected that everyone will have read the assigned material pr= ior to each class and will be an active participant, prepared to ask questions, discuss alternative views, and generally contribute to the flow of the class. The key to making any = case study program work in the academic environment is class participation and o= pen exchange of ideas – the more that you put into this class in terms of= active participation the more we will ALL get out of it.

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Attendance: Students are expected to attend all classes, in order to be well prepared for exams = and to achieve high grades in class participation. Prompt arrival to each session is appreciated. Failure to attend a class, wh= en attendance is taken, will have a negative effect on your participation grade.

= Deliverables and Grading

G= rades will be based on 4 elements:

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(1)   <= span style=3D'mso-ignore:vglayout;position:absolute;z-index:2;left:0px;margin-le= ft: 232px;margin-top:5px;width:18px;height:68px'>= Midterm Exam         &= nbsp;        25%

(2)

Total: 100%

Final= Exam        &= nbsp;           &nbs= p;   25%

(3)   Graded Projects/Cases     35%

(4)   Participation/Briefs        &= nbsp; 15%

The goal of every class is for the student to demonstrate mastery of the material that is studied. Students must demonstrate that mas= tery based on their class attendance, participation, graded projects, and the results from class exams.

Th= is class does not impose any quotas on A’s, B’s, C’s, or any other letter grade. If every student delivers “A” quality work, and demonstrates an “A= ” level of comprehension on the topics that are studied, then every student w= ill get an A. Of course, the same= goes for the opposite extreme.

In general, 94% to 96% is considered the mid-point for an A; 84% to 86% is considered the mid-point f= or a B; 74% to 76% is considered the mid-point for a C; 64% to 66% is considered= the mid-point for a D; anything less than 60% is a failing grade. Scores above the mid-point for a l= etter grade will receive a “plus” – to the extent allowed; scor= es below the mid-point for a letter grade will receive a “minus”.<= span style=3D'mso-spacerun:yes'> The instructor reserves the right to “curve” graded assignments bas= ed on overall class results and the level of difficulty.=

Exams

There will be two cumulative in-class exams based on t= he text book, class discussions, cases, and assigned readings. The exam will include a combinatio= n of multiple–choice and short essay questions based on a scenario provide= d or drawing from course studies. = The purpose of the exams is to test your comprehension of the material and your ability to apply concepts to situations.&n= bsp; The mid-term will cover “all” class material covered thr= ough 2/20/2009. The final exam will include up to 30% of the mid-term material, but will focus primarily on new material presented after 2/20/2009.

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There will be no make–up exams unless you have a valid reason for missing the exam a= nd prior approval from the Professor. Failure to take an exam will result in a failing grade for that exam= .

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Graded Projects/Cases=

We will cover on= e Stanford Business School “feature” case along with 10 shorter cases pulled from the text book – these are outlined in the schedule below. These cases will provide an opport= unity to apply concepts discussed during class sessions to actual business scenar= ios. Over the course of the term studen= ts will submit the feature case analysis prepared as a group project; and then= a one page case brief for every other case discussed. This means that there will be a deliverable for every case: either a feature case analysis (one this semester) or a one page case brief.

The feature case analysis will consist of no more than six pages (single-spaced, single-side= d, 10 point font or greater) along with a 6 slide PowerPoint overview (additio= nal appendices may be included if applicable).= In this case analysis, each team should demonstrate a thorough understanding of the case as well as how the case relates to the material covered in class. In particul= ar, each team is required to answer a series of questions (posted on Cendix). The emphasis lies on (1) a concise= but comprehensive application of the theoretical concepts and frameworks that w= ere discussed in the text book or in class and (2) backing up your analysis with evidence from the case.

Case briefs will consist of no more than one page (single-spaced, single-sided, 10 point fon= t or greater) that outlines the key points in the case. The case should have three section= s: overview, key facts/issues, and recommendation or conclusion. The goal of the case brief is to demonstrate that you read the case, have thought about it, and are prepared= to discuss it in class. Several examples are posted on the Cendix website.= This is not a group assignment and each student must do their own wo= rk.

In addition to t= he cases, students will be required to submit two articles over the course of = the term on current events that relate to the materials studied in class. The article must be a current topi= c and must be accompanied by a one page brief that summarizes the key points and = how the article relates to the materials studied in class. Students should come prepared to s= hare and discuss their articles on the dates assigned below.
There will be a = total of 11 graded projects and cases this term.= The feature case group project has a total value of 100 points. The case briefs and articles carry= a total value of 10 points each. Since case briefs and articles carry half of the total projects and cases grade it is extremely important to stay current on these assignments.=

In some circumstances extra credit projects may be available. Please check with the Professor if you wish to participate in extra credit assignments.

Teamwork is common in organizations as a means of accomplishing tasks, solving problems, brainstorming, formulating strategy, and developing new products or services. It = is important for each student to gain experience in these activities as well.<= span style=3D'mso-spacerun:yes'> Students will be allowed to self–organize into teams of 3–4 students during the first week = of class and submit a group roster to the Professor. The total number/size of teams will depend on class size. After t= he first week any student who is not part of a self-selected group will be assigned to one.

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Every team is required to send (no more than) a two page “project draftR= 21; by Friday, March 13, that outlines their case analysis and approach. The completed project is due on Wednesday, April 1, at the beginning of class.

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Academic ho= nesty: All group members together a= re responsible for the academic integrity of the submitted case analysis. Any incident of academic dishonesty= will automatically result in a failing grade for this assignment for each member of the group.

Feature Case Grading

Point Range

Quality of Work

≥ 94

Not only complete comprehension, but also in some cases understa= nding beyond questions posed in case analyses.

= 90–93

Solid understanding of questions and did not miss any issues.

= 87–89

Solid understanding of questions but missed a few minor issues.<= o:p>

= 84–86

Solid understanding of questions but missed a number of minor is= sues or
at least one major issue.

= 80–83

Some understanding of questions but missed a number of minor iss= ues and
a few major issues.

= 77–79

Little understanding of questions and missed a number of minor issues and
a number of major issues.

= ≤ 76

Little understanding of questions and did not capture any of the issues.

Class Particip= ation

An important part of effective mastery of this subject= is active involvement in class discussion of the assigned cases and readings.<= span style=3D'mso-spacerun:yes'> In particular, come to class ready= to discuss the case that is assigned. <= /span>Your insights during class discussion aid others in the learning process. Demonstration of insight and understanding are strongly rewarded. Remember, you should always have so= und reasoning behind your judgments and conclusions. Your grade in class participation w= ill be based on the quantity and quality of your participation. Please note, however, that contribu= tions are not equivalent to just attending class or merely talking in clas= s.

Course Schedule

The schedule presented here is a guideline only. We will<= /span>= make adjustments based on our progress during the semester, refined learning objectives, and the availability of outside experts who can help guide our discussion. The exercises sho= wn above will be announced in class. If the student is not in class when they are assigned then the stude= nt will need to contact the Professor (email or phone) or locate a classmate w= ho is willing to share the assignment with them. It is the student’s responsi= bility to make sure that assignments are completed on time.

Date=

Topic

Mon<= /span>

Wed<= /span>

Fri<= /span>

Week 1

Jan 05 - Jan 09

no class

class intro

case intro=

Week 2

Jan 12 - Jan 16

Ch 1 - 2

lecture

lecture

case 24

Sun Microsystems

Week 3

Jan 19 - Jan 23

Ch 2 - 3

MLK day

lecture

article

Current Event

Week 4

Jan 26 - Jan 30

Ch 3 - 4

lecture

lecture

case 21

Netflix

Week 5

Feb 02 - Feb 06

Ch 5

lecture

lecture

case 12

Home Depot

Week 6

Feb 09 - Feb 13

Ch 5-6

lecture

case 8

L.E.S.T.

Dell

Week 7

Feb 16 - Feb 20

Ch 6

lecture

lecture

case 9

Disney

Week 8

Feb 23 - Feb 27

Mid-Terms

review

exam=

results

Week 9

Mar 02 - Mar 06

Ch 7

lecture

lecture

case 1

3M

Week 10

Mar 09 - Mar 13

Ch 8

lecture

lecture

case 13

Home Depot & China

Week 11

Mar 16 - Mar 20

Ch 9

lecture

lecture

case 3

Abercrombie

Week 12

Mar 23 - Mar 27

no class

Week 13

Mar 30 - Apr 03

Ch 10

lecture

HP & Compaq=

Stanford SM-130

Week 14

Apr 06 - Apr 10

Ch 11

lecture

lecture

Easter

Week 15

Apr 13 - Apr 17

Ch 13

lecture

catch-up

article

Current Event

Week 16

Apr 20 - Apr 24

finals prep

wrap-up

review

no class

Week 17

Apr 27 - Apr 30

finals week

Final

11:00 - 12:50

regular

9:30 - 10:20

3:00 - 4:50

regular

2:00 - 2:50

The text book readings are meant to serve as a foundati= on for the formal case analysis and discussion. Class lectures will cover the high= lights of the text materials. Howeve= r, it is up to each student to stay current with all the reading. Students are responsible for all t= he materials in the book even if they are not covered in a formal class lectur= e.

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Code of Academic Integrity

A= s part of Concordia’s goal to prepare students to be professionals for the transformation of society, students are expected to pursue their studies wi= th integrity and character. As a prerequisite to attend this class students must agree to the Statement of Academic Integrity below.

&= #8220;As a member of the Concordia= University communit= y, I will neither engage in fraudulent or unauthorized behaviors in the presenta= tion or completion of my work nor will I provide unauthorized assistance to others.”

Other Class Policie= s

Students should make every effort to notify the instructor of circumstances that will affect attendance and completion of required graded assignments and tests.&nbs= p; Late assignments will only be accepted with prior approval= from the instructor. All late assignments or make-up tests must be completed within one week of the origi= nal due date and will receive an automatic deduction of one letter grade. Assignments submitted more than a = week late will qualify for no more than 50% credit. No late assignments will be accept= ed once final exams are complete.

As future business leaders students are expected= to submit all materials in a professional form and appearance. All written assignments must be submitted typed, single spaced, single-sided, with a professional font no smaller than 10 point. Spelli= ng should be correct and sentences should be well formed. When drawing from other peoples wo= rk you must site your source. No cre= dit will be given for papers submitted without a name and date.

Concord= ia University is a Christian institution supporting quality values and ethical standards, in and outside the classroom. Show courtesy toward other students and instructors. Don’t interrupt or be disruptive. L= ead by example. If you have concerns= about the class, class content, or any student behavior please bring it to the attention of the instructor right away (after class is best).

= If you participate in extra-curricular activities that will require absence from c= lass during the term, provide your instructor with an activity schedule at the beginning of the term, and then send an email reminder before each= class session that you will miss. Assignments are due before you leave on your trip and this includes assignments for oral case presentations.&n= bsp; Exercises that were assigned and due while you were on an athletic = trip can be submitted when you return.

= Class participation is both expected and encouraged and is a significant portion = of your grade. You owe it to you= rself and your classmates to complete readings before class and come prepared for= any class exercises or discussion.

= Cell phones may not be used in class (not even for SMS or IM). Cell phones must be turned off and stored out of sight during class.

= Students may use laptop computers in class, but only for taking notes or actively participating in class activity. Laptop computers may not be used to browse the Internet, send email, play games/movies, or otherwise engage in activities that disrupt the learning process. Any student who viol= ates this policy will be asked to leave and will receive a 0 for class participa= tion on that day. The same policy = also applies to iPods, game systems, or any other distracting electronic device.=

Plagiarism or cheating of any kind will result i= n an “F” grade for the assignment.

Eating is not allowed in class unless you bring enough for everyone.

Ask permission to bring a guest to class or to u= se a tape recorder.

Case Analysis

A case is based on material = gathered about a real organization. No= t all the information provided in a case is relevant to the problem being solved; sifting through the case to find the relevant pieces is part of the challenge. In addition, in ma= ny cases the information will not be complete. In reality, most business decision= s are made without perfect or complete information. The business leader must make sound decisions based on critical analysis using the best information available.<= span style=3D'mso-spacerun:yes'>

Read the case well – u= sually more than once. Make a decision. Support it with fac= ts and analysis. Make reasonable assumptions where required. D= o not use terms such as “I think”, “I guess”, or “i= n my opinion”. If the case h= as been done properly then it will flow to a defensible solution naturally wit= hout the need for wild leaps of faith.

= Get to the point. A common tactic is= to write pages and pages on a topic hoping to cover something, anything really, that will resonate with the Professor and win points. In the business world people are b= usy, attention spans are short, and there is a narrow window in which to make a point. If you don’t then people will stop listening – maybe for good!

= Be concise. Do not ramble. Get down to facts quickly. Summarize with bullets if required= . Make it easy for the reader to understand your conclusion and critical points without reading 6 pages of &= #8220;kitchen sink”. The detailed ana= lysis should definitely be there for those who want to dig deeper. However, your work in business will carry far more weight if you save time and get to the point.

Do not be afraid of numbers.= Business leaders are expected to u= se rational decision making processes – statistics, metrics, and other measures play a critical role in that regard. Explore each situation by looking = for analytics or measures that will provide clues to the core issues or that clearly support recommendations. Indentify key metrics and then pull from historical performance, industry norms, or competitor’s results to support conclusions and map out a plan.

With that said, there is an important role for intuition (educated guesses) in making critical business decisions. Quite often we take calculated risks based on the “gut feeling” of experts within an organization. However, the us= e of this technique really depends on the magnitude of the decision, the time available, ultimate accountability, and the other information at our disposal. We will talk more a= bout the role of intuition in class, but it should not play a significant role in formal cases submitted for this class – we are looking for conclusions based on fact/reasonable assumptions.

See “Preparing and Eff= ective Case Analysis”, pages iii-xi in the text book, for more guidelines on completing effective case projects.

Point Range	Quality of Work
≥ 94	Not only complete comprehension, but also in some cases understa= nding beyond questions posed in case analyses.
= 90–93	Solid understanding of questions and did not miss any issues.
= 87–89	Solid understanding of questions but missed a few minor issues.<= o:p>
= 84–86	Solid understanding of questions but missed a number of minor is= sues or at least one major issue.
= 80–83	Some understanding of questions but missed a number of minor iss= ues and a few major issues.
= 77–79	Little understanding of questions and missed a number of minor issues and a number of major issues.
= ≤ 76	Little understanding of questions and did not capture any of the issues.

	Date=	Topic	Mon<= /span>	Wed<= /span>	Fri<= /span>
Week 1	Jan 05 - Jan 09		no class	class intro	case intro=
Week 2	Jan 12 - Jan 16	Ch 1 - 2	lecture	lecture	case 24		Sun Microsystems
Week 3	Jan 19 - Jan 23	Ch 2 - 3	MLK day	lecture	article		Current Event
Week 4	Jan 26 - Jan 30	Ch 3 - 4	lecture	lecture	case 21		Netflix
Week 5	Feb 02 - Feb 06	Ch 5	lecture	lecture	case 12		Home Depot
Week 6	Feb 09 - Feb 13	Ch 5-6	lecture	case 8	L.E.S.T.		Dell
Week 7	Feb 16 - Feb 20	Ch 6	lecture	lecture	case 9		Disney
Week 8	Feb 23 - Feb 27	Mid-Terms	review	exam=	results
Week 9	Mar 02 - Mar 06	Ch 7	lecture	lecture	case 1		3M
Week 10	Mar 09 - Mar 13	Ch 8	lecture	lecture	case 13		Home Depot & China
Week 11	Mar 16 - Mar 20	Ch 9	lecture	lecture	case 3		Abercrombie
Week 12	Mar 23 - Mar 27		no class
Week 13	Mar 30 - Apr 03	Ch 10	lecture	HP & Compaq=		Stanford SM-130
Week 14	Apr 06 - Apr 10	Ch 11	lecture	lecture	Easter
Week 15	Apr 13 - Apr 17	Ch 13	lecture	catch-up	article		Current Event
Week 16	Apr 20 - Apr 24	finals prep	wrap-up	review	no class
Week 17	Apr 27 - Apr 30	finals week	Final
			11:00 - 12:50	regular	9:30 - 10:20
			3:00 - 4:50	regular	2:00 - 2:50