Documentos de Académico
Documentos de Profesional
Documentos de Cultura
Dr Larry Chasteen
Phone: 972-234-3170 E-mail: chasteen@utdallas.edu
I. Course Description
This course has historically been referred to as ―Business Policy‖ and its sole purpose
was to help the student ―integrate‖ the knowledge he/she had developed in other courses
in the undergraduate business program. Business policy traditionally had little content of
its own. However, in recent years it has become increasingly apparent that general
managers (including top executives) not only apply knowledge from a wide variety of
functional areas (e.g., accounting, marketing, finance), but also perform activities that
require knowledge and skills not addressed in those areas. Therefore, it has become
acknowledged that there is a unique body of content material that is not taught in
functional area business courses that should be taught in a course such as this. Topics
such as the nature of managerial work, strategy formulation and implementation, and
organization design are examples. Also, the development/refinement of skills in oral and
written communication and the enhancement of conceptual/integration skills are major
course objectives.
Online MBA Program 2008
2. Integrating the business skills you have already developed and knowledge you
have obtained. In the immediate future this should give you a better understanding
of how your position(s) relate(s) to the overall performance of your organization.
Also, much of this course is structured to simulate the job that many of you may
have or will have in the near future—a staff executive responsible for helping to
develop recommendations on the strategic issues that face your organization.
3. Developing skill in using your knowledge to solve the actual problems that are
being experienced by today’s organizations.
By the end of this course, you should be able to (1) analyze a particular business situation,
(2) identify the significant problems, and (3) propose and justify explicit solutions that are
realistic, effective, and efficient.
3. Complete the team simulation project – see details below. Due: see class schedule
4. Complete the ―GROUP PROJECT‖ – see details below. Due: see class schedule
III. Resources
Text: Dess, G.G. and Lumpkin, G.T., 2008, 4th edition - Strategic Management:
Creating Competitive Advantages, McGraw-Hill/Irwin.
Total 100%
Points for the team projects will be allocated based on the peer evaluation.
When the simulation ends, each team will give a presentation that summarizes the
decisions taken during the simulation. Be able to defend your decisions and assumptions
and answer questions from the other teams. Presentations are to be 15-20 minutes.
Online MBA Program 2008
The team selected project topic must be finalized by Session 6. Each part of this
assignment (Industry and Company) should be approximately 5-6 double-spaced pages
each excluding tables, charts, figures, etc.
INDUSTRY ANALYSIS
The industry analysis includes two interrelated parts. The first part provides a broad
overview of the industry, its boundaries, and its evolution over time, with particular
emphasis on the key dimensions that have shaped its condition in the last ten years. It
establishes who the participants in the industry are, the nature of the markets, key issues
for the industry, growth rates, profitability, market shares, the products, financial trends,
takeovers, the uncertainties in the environment, the distribution channels, etc.
The second part of the report analyzes the current state of the industry in terms of the
―five forces‖ framework proposed by Porter. In addition, the key points to be developed
are the nature of competition, various segments in the industry, the general environmental
trends that affect the industry, diversification efforts by participants and probably likely
scenarios for the future.
Technology
Political, social, and economic trends
Internationalization
COMPANY ANALYSIS
The company analysis also consists of two interrelated parts. The first part provides a
broad overview of the firm, its evolution over time with particular emphasis on strengths
and weaknesses, financial performance, product lines, distinctive competencies, culture,
and key executives who have shaped the company’s policies in the last ten years.
The second part of the analysis identifies the current strategy at corporate and business
levels and identifies any changes in strategy in the 10-year period. The report analyzes
the company’s performance in the light of the strategy followed and your evaluation of
the current strategy. The report concludes with the key issues that the company is
currently facing. The insights developed from the industry analysis should be of
particular help in identifying the key issues/choices that the company is faced with,
recommended actions, and implementation considerations.
Product lines
The size of the firm (sales, assets, personnel, etc.)
The firm’s distinctive competencies
Key strategic managers
The company’s culture and philosophy
Online MBA Program 2008
4. CURRENT STRATEGY
Goal consistency
Strategic relevance
Organizational capability
Each group will provide a 15 minute discussion during the final group call. RATHER
THAN ATTEMPT TO ―COVER‖ THE ENTIRE PAPER—FOCUS ON THE
MOST ―INTERESTING‖ AND ―INSIGHTFUL‖ ASPECTS. The oral presentation
counts 10% and the paper counts 10% of the course grade.
Online MBA Program 2008
CLASS SCHEDULE
Teleconference Schedule
Date Time Meeting ID To Discuss
Sept 28 7:00 PM
6310 Syllabus, Visions and Missions
Sunday
Oct 12 7:00 PM
6310 Discuss simulation
Sunday
Oct 26 7:00 PM
6310 Discuss exam and finalize Group Project
Sunday
Nov 11 7:00 PM Simulation Presentations
6310
Sunday
Dec 7 7:00 PM Group Project Presentations
6310
Sunday
Important Dates
Date Assignments / Exams
Sept 28 Discussion Board – What are the Vision, Mission, and
Objectives for your organization.
Beer case, p. 37
Oct 5
Oct 12 Goodyear, p.75