MGMT 699: Business Policy and Strategy Spring 2012 Syllabus CLASS INFORMATION Section/ Time /Location: 4091/W

7:00PM 9:30PM/MUGC Admin Bldg 205 Section/ Time /Location: 4090/R 6:30PM 9:00 PM/Corbly Hall 243 CMS Access: http://www.marshall.edu/wpmu/muonline/ Office Hours: TR 10:00AM 12:30PM, R 5:30PM 6:30PM INSTRUCTOR: Elizabeth A. Reusch Office: Corbly Hall 425 Phone: (304) 696-4320 E-mail: reusch@marshall.edu

I.

REQUIRED TEXT, COURSEPACK, ADDITIONAL MATERIALS, & REFERENCES TEXT: Hoskisson RE, Hitt MA, Ireland RD, Harrison JS. (2008). Competing for Advantage (2nd edition). Thomson/South-Western. ISBN 0324316666. COURSEPACK: MGMT 699: Business Policy & Strategy, Instructor: Elizabeth Reusch, Asst. Professor, available to be purchased from http://www.xanedu.com/. Additional readings beyond those provided in the coursepack will be posted to the CMS. ADDITIONAL MATERIALS: Internet access & Marshall Email. You will need regular Internet access, including access to email. MS Office (Word, Excel, PowerPoint). This software will be utilized; other formats will not be graded. Access to a firm. Students must pick one firm to apply the concepts, models, and tools learned in this course. This access may be via public material, volunteering, or your own personal work experience. You must feel comfortable writing about the firm you choose. ADDITIONAL REFERENCES: Other textbooks may be used to provide supplemental information or present a different approach. Barney J, Hesterly WS. (2010). Strategic Management and Competitive Advantage: Concepts and Cases (3rd edition). Prentice Hall. ISBN13: 9780136094586. David F. (2011). Strategic Management: Concepts and Cases (13th edition). Prentice Hall. ISBN13: 9780136120988. Dess GG, Lumpkin GT, Eisner A, McNamara G. (2012). Strategic Management: Text and Cases (6th edition). McGraw-Hill. ISBN13: 9780078029318. Ketchen D, Short J. (2012). Mastering Strategic Management. Flat World Knowledge. ISBN13: 9781453323113.

II.

COURSE DESCRIPTION, OBJECTIVES, & PERSPECTIVE DESCRIPTION. This course is an integrative 3 credit hour capstone course concerning the study of administrative decision making under conditions of uncertainty. The course involves policy construction at top administrative levels with emphasis on strategy and ethics with consideration of major functions of the business firm. PREREQUISITES: Permission of the Graduate School of Management academic advisor. OBJECTIVES. Fundamentally, this course is about strategy. The primary task of strategy is the allocation and commitment of critical resources over relatively long periods of time in pursuit of specific goals and objectives under uncertain conditions. This course builds from the premise managers and entrepreneurs make decisions influencing the overall success of their firms. You will develop strategic thinking by learning the concepts, models, and tools of strategic management. Specifically, students will learn: 1) how and why some companies are successful while others are not; 2) how to identify the internal and external determinants of profitability; 3) identify and assess an firm's competitive advantage; 4) develop skills in evaluating the risks, potential, and requirements for success of ventures; and 5) when decisions regarding firm scope, ownership structures, and corporate governance create or destroy value. To accomplish the course objectives, discussion and lecture will Page 1 of 7

be used. In lecture/reviews, the general points at issue for each session will be covered. I will not be rehashing material directly from the readings. PERSPECTIVE: The format for this course includes discussion of theoretical perspectives, analytical tools, and complex case studies. The cases cross a range of organizational forms and contexts. The discussion format for the class offers you the opportunity to develop decision-making and communication skills, both vital to your future success. This course will provide you with a broad and integrative perspective to help you understand where your firm needs to go and how you can contribute to the success of your firm (and your career). The course requires you apply the material you are learning about to the strategic issues you may see in your firm. The purpose of these assignments is to ground what you are learning in a concrete situation within which you are familiar or desire to work for. This application will help reinforce what you are learning, lead to questions about what you are learning, and help you see your firm differently. In this regard, the firm will be a laboratory for examining our class material and our class will be a laboratory for examining your firm. A few words about the practicalities of this type of project are required. These include concerns about confidentiality, information sources, and impact on you.

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Confidentiality. While the papers you submit will be kept confidential, students will be asked to discuss their analysis with others in the class. No company secrets should be divulged in order to complete assignments. Information Sources. In an ideal world, you would be able to discuss your project with your supervisor, colleagues, and others within your company and all sources would be forthcoming and non-defensive. Most of us do not live in an ideal world. If you feel like discussing your project with others in your firm could be detrimental to you, you have two options: a) Restrict any information you discuss in the papers to information that is unquestionably in public sources (e.g. newspapers, magazines, analysts reports, etc.) and verify that all information is available to the public. b) Choose another firm and its strategic situation for your analysis and use public sources to make the analysis. Impact on You. This is to be a learning experience. I do not require you to request special information from your employers for your assignments. When in doubt, err on the side of caution; however, this can be a positive experience to demonstrate a broader interest and understanding of your firm to your supervisors, etc. Not everyone works in this type of environment, but if you do, feel free to use this opportunity to think beyond your narrow job description. STUDENT LEARNING OUTCOMES & COURSE ASSESSMENT. Each of the student learning outcomes for this course will be assessed by a course requirement. The course assessment details which course requirement assess each of the student learning objectives. There are five student learning outcomes for this course: 1) course objectives; 2) Core MBA Knowledge; 3) Decision-Making & Problem Solving Skills; 4) Leadership Skills; and 5) Written and Oral Communication. DecisionMaking / ProblemSolving X X X X X X

Course Requirements Case Paper & Presentation Content Exam Memos Class Participation Case Discussions

Course Objectives X X X X X

Core MBA Knowledge X X X X X

Leadershi p Skills

Communication Written Oral X X X X X X

III. UNIVERSITY-WIDE POLICIES This course complies with all Marshall University Policies as stated by the Office of Academic Affairs. These policies are accessible via the website (www.marshall.edu/academic-affairs) by clicking on the link to Marshall University Policies on the right side of the page. Policies at this link include: Academic Dishonesty, Excused Absence Policy for Undergraduates, University Computing Service Acceptable Use, Inclement Weather, Dead Week, Students with Disabilities, Academic Dismissal, Academic Forgiveness, Academic Probation and Suspension, Academic Rights and Responsibilities of Students, Affirmative Action, and Sexual Harassment. IV. COURSE REQUIREMENTS CLASS PARTICIPATION: Class participation means sharing your knowledge and ideas with others in the class. You will have several opportunities to link course concepts to examples from your workplace, experience, or the business press and media. Therefore, it is important for students to present their idea and build on the ideas of others. In grading class participation, students will self-evaluate their participation based on the following criteria: attendance, tardiness, preparedness, discussion frequency, discussion quality, and in-class activity participation. DISCUSSION MEMO. Students may need to be absent at various times due to balancing a personal and professional life. In order to make-up participation, students should submit a typed Page 3 of 7

Discussion Memo within 72 hours of any absence. The Discussion Memo should address at least 5 critical ideas, questions, examples, and/or pertinent analysis relevant to the case/ chapter missed. CASE DISCUSSION. Strategic thinking and analysis is best learned through practice. Therefore, this course will utilize cases about real world businesses. For our case discussions, please prepare the cases thoroughly individually/teams prior to coming to class. Preparation for case discussion should begin with a rapid reading of the assigned text and case material. Then, it is worthwhile to review the case preparation questions for clues as to what issues require special attention. The next step is normally to re-read the case carefully, taking notes to sort information, facts, and observations under relevant headings. Most students will then want to perform some quantitative analyses, exploring various hypotheses as to the nature and importance of certain phenomena. Finally, preparation will include notes that can be used to guide class discussions or other issues judged to be critical to the companys apparent dilemma. MEMOS. There are 5 memos that require you to apply the course concepts to your firm. These are to be approximately 2-3 pages each, and may have an additional 3 pages of exhibits, but should not exceed 1000 words. MEMO 1: Identify and describe the firm in which you work. Identify the competitive environment of your firm using Porters Five Forces model (try to be as systematic as possible in addressing the various determinants affecting the strength of these forces). Assess the competitive strategy of your firm vis-vis the five forces. Are you well-positioned? What are some important challenges for the future? MEMO 2: Identify the sources of competitive advantage in the specific business unit you analyzed in the previous assignment. Be specific about specific sources of the firms advantage. Identify the resources underlying your business strategy. Which of these resources, if any, might give rise to a sustainable competitive advantage? Try to be as systematic as possible in evaluating the various resources and their possibility for sustainable competitive advantage. Identify at least 3 direct competitors to your firm. Describe your firms competitive strategy. Does it compete through lower costs or by increasing willingness-to-pay? Describe how your firm's competitive positioning strategy compares with the other 3 direct competitors previously identified in your industry. Choose a multi-business firm in the industry in which you are working or have worked (this could be your own firm). With that company as a reference point, evaluate the scope decisions of your firm. What are the primary reasons the reference point firm has diversified into new industries? Do these scope decisions really increase the competitiveness of its individual business units over and above what it could achieve otherwise? With your firm in mind, address the following questions: (1) What methodologies does your corporation use for evaluating its business(es)? How are they linked to financial performance and to business strategy? (2) What resources and capabilities are essential to your firm? (3) What are the most important top-down initiatives in your company and how have they contributed to the success of the firm? (4) How is your company structured and how does this structure affect the ability of the business units to improve their performance?

MEMO 3:

MEMO 4:

MEMO 5:

For each paper turned in, you will be graded with an A, B, or C. As are awarded when the assignment addresses each question fully. B grades mean that you did an adequate job of
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completing the assignment but left some part incomplete, under-developed, or flawed. C grades mean that you did not fulfill a major aspect of the assignment. The biggest difference between A and B grades is the degree to which you apply the concepts and follow proper writing mechanics. CONTENT EXAM: This course has one exam that will be given during the regularly scheduled class time. You are expected to be present at the beginning of class for this exam. This is a closed book, closed notes, individual exam which requires writing in a timed setting. The Scheduled Exam date is: Wednesday March 7, 2012 or Thursday, March 8, 2012. READING ASSESSMENTS: Reading assessments are intended to ensure students are keeping up with the required reading. Reading assessments may be used but will not be graded. They are simply to encourage students to ask questions in class about material they may not understand. MAJOR FIELD TEST: There will be a standardized Major Field Test MBA students will need to complete. This exam will happen during the designated Final Exam period. CASE PAPER: Students are required to complete a comprehensive paper within this course in order to receive their master's degree as part of the Lewis College of Business requirements and is used in lieu of a final degree examination or thesis. The case paper asks students to write their own case and conduct the full analysis. Please note this is a comprehensive assignment requiring students to integrate knowledge from the capstone course with the rest of their graduate level course knowledge. ROUGH DRAFTS: Any team or individual wishing to have feedback on their case should submit a rough draft to the Writing Center (Drinko Library) or come to office hours. CASE PRESENTATION: Each individual will be asked to present their case assuming the role of management consultants presenting to top management/board of directors/key stakeholders. Each student should be prepared to present their own case on one of two days: 1) April 11/12, 2012 or 2) April 16/17, 2012. Generally, each student will present for 10 minutes. For excused absences, failure to participate in either one or both presentation days will result in a solo make-up presentation to be presented before the rest of the class. For unexcused absences, failure to participate on the presentation day will result in a zero on the case presentation. TEAMS: There are no required teams in this course; however students will be required to work in teams for various activities, exercises, and complete peer evaluations of their fellow students when teams are utilized. Students are encouraged to form study groups and utilize teams to ask questions of each other. Other students in this course can be a great asset to helping each other understand the concepts, tools, and frameworks. EXTRA OPPORTUNITIES FOR EXCELLENCE: I reserve the right to offer additional opportunities throughout the course. No additional opportunities will be given after the last day of class. There are no make-ups, late assignments, or extensions allowed with extra opportunities.

V.

COURSE MODIFICATIONS Course requirements, deadlines and grading percentages are subject to change. Any changes or modifications made will be emailed to students or announced in class.

CAMPUS CLOSURES: Marshall University may be subjected to extreme events and inclement weather. The Marshall University AUDIX system (304-696-6245) and response number (304-696-3170) will be the source for official campus closures and announcements for the Huntington campus. The Marshall University Graduate College automated switchboard (304-746-2500) will be the source for official campus closures and announcements for the South Charleston campus. ACCOMMODATIONS: In an effort to create equal opportunities for success, if you have any issue that might interfere with your personal success in this course, please see me during office hours to discuss accommodation. Students are responsible for obtaining the necessary documentation from the Disabled Student Services Office (Pritchard Hall, Room 117; 304-696-2271). Documentation from the DSS Coordinator is required to ensure all students receive equitable and necessary accommodations.
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VI. PROFESSIONAL CONDUCT EQUAL OPPORTUNITY: Marshall University is dedicated to providing an environment that facilitates equal opportunity in employment and educational activities. Students should directly contact the Dean of Student Affairs (2W38 Memorial Student Center; 304-6966422) if you experience or witness the harassment, discrimination, or obscene conduct from another individual on Marshall University premises. Students should directly contact the Marshall University Police Department (304-6964357) if you experience or witness any criminal behavior. ACADEMIC CONDUCT: Any and all forms of academic dishonesty will simply not be tolerated in any way, shape, or form. Individual assignments are expected to be an individuals effort and collaboration on individual assignments is allowed within the team. There is to be no collaboration of any kind on exams and assessments. Authenticity detection software, e.g. TurnItIn, may be used at the discretion of the instructor to verify authenticity of assignments. Students are expected to be able to make ethical decisions in regards to their own work. When in doubt, quote and cite the original author and source for anything of 5 words or more that are not your own and include a complete bibliography of your sources. Please note: personal knowledge, conversations, and interviews with individuals must also be properly cited. Any student that submits any assignment that appears, in whole or in part, to be in violation of the academic dishonesty policy will automatically fail this course, be assigned an F, and reported to the Office of Academic Affairs for further disciplinary action. See Academic Dishonesty policy. DISRUPTIVE BEHAVIOR: The classroom is a public learning environment that should be free from distractions. To avoid distractions, all electronic devices (e.g. cell phones, laptops, ebooks, voice recorders, etc.) should be used solely under the direction of the instructor. Sleeping, tardiness, and derogatory comments towards another person will not be tolerated. ATTENDANCE: Students are expected to be present for every class meeting for this course. Marshall University maintains two types of absences, excused and unexcused; however, I will not differentiate between these two types, except when the absence involves missing the scheduled exam or prevents the student from submitting the case paper on time. EXCUSED ABSENCES. Students are expected to complete all necessary requirements and meet the same deadlines, unless according to the official notification the absence was unforeseeable. Only if the absence was unforeseeable will students be granted 72 hours upon their return to campus to complete necessary requirements.
EXCESSIVE ABSENCES.

Marshall University and the College of Business requires students to complete 75% of a course in order to be assigned a course grade, including assigning the grade of Incomplete. Students absent more than 25% (excused or unexcused) will automatically fail this course, guaranteeing themselves an F. Since this class has 15 scheduled class sessions, students will have missed more than 25% if the student misses more than 3 class sessions.

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VII. GRADES Each students grade is determined by adding the points for each of the requirements. The point breakdown is as follows: Case Paper & Presentation 400 Content Exam & Reading Assessments 240 Participation & Case Discussion 150 Memos (42 points each) 210 GRADE SCALE: Grades will be distributed as A, B, or C. Students achieving less than 80% proficiency on the Case Paper and Presentation will have their overall final recorded grade reduced 1 full letter grade (i.e. B to C). GRADING ERRORS & DISPUTES: If at any time during the course any assignment contains a grading error or miscalculation, please let me know immediately, as I will be happy to correct the error. On the other hand, if you would like to dispute an assignment grade, you are encouraged to return the assignment for re-grading by submitting a Re-Grading Memo with the originally graded assignment. The ReGrading Memo should justify why your answer is the best answer and returned to the instructor within one week of grade post date. VIII. COURSE OUTLINE/SCHEDULE Below is a course outline for the course including due dates. The due date reflects the due date and the last submission date. Please note the first date is for the W class and the second date is for the R class. Topic 1: What is Strategy? HHIH Chapter 1, Class Exercise Topic 2: Strategic Analysis: The External & Internal Environment HHIH Chapter 3, HHIH Chapter 4, Additional Readings, Class Exercises Memo #1 DUE January 18/19, 2012 Memo #2 DUE January 25/26, 2012 Topic 3: Competition & Cost Leadership/Product Differentiation Strategies HHIH Chapter 5, HHIH Chapter 6, Additional Readings, Class Exercises Memo #3 DUE February 8/9, 2012 Topic 4: Diversification & Modes of Diversification HHIH Chapter 7, HHIH Chapter 8, HHIH Chapter 9, Additional Readings, Class Exercises Memo #4 DUE February 15/16, 2012 Memo #5 DUE February 22/23, 2012 Topic 5: Strategic Leadership/ Entrepreneurship HHIH Chapter 12, Additional Readings, Class Exercises Memo (EOE): What Makes a Good Leader/Entrepreneur? DUE February 29/ March 1, 2012 CONTENT EXAM Wednesday, March 7, 2012 or Thursday, March 8, 2012

Topic 6: Writing & Presenting Your Own Cases Additional Readings Case Paper DUE April 11/12, 2012 Case Presentations DUE April 11/12, 2012 & April 16/17, 2012 Reflection Day April 25/26, 2012

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