Kent State University



|Credits |Call Number |Section |Days |Time |Room |

|3 |18869 |600 |Tues & Thurs |8:20-9:35 p.m. |MH 316 |

|3 |19695 |601 |Mon & Wed |12:30-1:45 p.m. |MH 316 |

A. ADMINISTRATIVE

Instructor: Greg Blundell [Hons] MBP MBA MCSSA

Work Phone: (330) 244-3305 or (330) 535-3377 Ext. 53305 [Akron Callers]

Home Phone: (330) 244-9605 [Only to be used in extreme cases, Please]

Primary email: gblundell@stark.kent.edu Alternate email: ksu_stark@

Website: [Please note only 1 “l” in blundel]

Office: Room 310A (adjacent to Adjunct Faculty Offices), 3rd Floor Main Hall

|Office Hours: |Mon |Tue |Wed |Thu |Fri |

|In MH 310A |08:00 – 9:00 a.m. |5:00- 5:30 p.m. |08:00 – 9:00 a.m. |5:00- 5:30 p.m. |08:00 – 9:00 a.m. |

| |12:00 – 12:30 p.m. |7:00- 8:15 p.m. |12:00 – 12:30 p.m. |7:00- 8:15 p.m. |11:00 – 12:00 a.m. |

| | | | | | |

|Advising: |NIL |NIL |2:00 - 5:00 p.m. |NIL |NIL |

|In Student Services | | | | | |

|Class Hours: |Da|Course 1 |

| |y | |

|3 Examinations [14%, 15% & 21%] |50% | |A |90-100% |Aim here, be inspired, goal-driven and achievement |

| | | | | |oriented |

|Interim Group Projects [2 @ 3 each] |6% | |B |80-89% |Admirable, but with just a little more effort you |

| | | | | |could be up a level, and into the real academic |

| | | | | |“ranks” |

|Final Group Project 21/Presentation 7 |28% | |C |70-79% |Average – and just who wants to be seen as average? |

|Individual Projects [2 @ 3 each] |6% | |D |60-69% |You and I both know that this level of performance |

| | | | | |is not indicative of your best efforts |

|Classroom Attendance & Participation |10% | |F |< 60% |Say no more |

Please Note: Without actively participating in the Classroom, the highest grade that an individual can hope to achieve is a “B”. Further, being physically present in the classroom does not constitute, and will not be seen as participation.

It goes without saying that each Student is personally responsible for completing all assigned readings and internalizing all the material presented in the classroom, which may or may not originate from the Required Book.

Further, the Student will be responsible for all other material covered in the classroom lectures, assigned text book readings, presentations, and any and all pertinent assignments whether or not covered in the class lectures.

I beseech you that if you do not understand any of the topics we discuss in class or read about in your text book; please do not be afraid to ask. There is no such thing as a redundant question, and I promise you that many of your classmates, who may have been reluctant to pose that same question, will greatly benefit from the answer.

In consideration of your fellow classmates, please turn off all cellphones, beepers, PDA’s, and any other electronic equipment emitting sound for the duration of the Classroom sessions. I can and will accommodate emergency situations, if notified in advance.

1. EXAMINATIONS.

Be advised that the Examinations will be challenging but will most definitely be an extension of what you have seen, heard, discussed or read about this Course during this Semester. Please be forewarned that I plan to cover the subject material much more extensively than that contained in the prescribed text.

In essence, simply reading the text and avoiding the lectures or not actively participating in the classroom discussions, will not provide you with sufficient knowledge to reach the Course Objectives, and hence pass the Examinations.

Prepare thoroughly for each lecture, make a determined effort to attend as many classes as possible and contribute to those classes with confidence and knowledge, and the Examinations will be your reward.

• Students are expected to take the Exams on the scheduled dates [which are included in the attached Schedule and will be confirmed later]. If a student, for whatever reason, is unable to present him/herself at a scheduled Exam, then the onus is upon the student to contact me prior to that particular Exam, or within 24 hours after the Exam if an emergency situation occurred. A suitable written excuse must be provided in all cases where an Exam is/was not taken on the scheduled date.

• It is the student’s responsibility to re-contact me to schedule a makeup Exam, and this should be done without delay, i.e. as soon as possible after the missed one. Your not doing so will result in a failing grade for that Exam.

Two midterm exams and one final will be given. The weights for each exam are as noted in the schedule above. Exams generally will consist of short answer and essay questions and may be factual and/or integrative in nature. Exams may be in-class, take-home, or a combination.

2. ASSIGNMENTS, PROJECTS & PRESENTATIONS.

FORMAT & PRESENTATION: Because this is a business course, it is expected of students to familiarize themselves with the appropriate format and presentation of Business Reports – which most definitely is not MLA or APA Style. Where applicable, these Reports are to conform to the presentation requirements as stipulated in the Marking Schedules, as attached to the Syllabus. Reports will be collected for formal evaluation and will be included in the grading structure. They will be scored as per the grading composition under Section G. STUDENT EVALUATION, above.

All student completed course-work is due on the dates as noted on the Schedule or as communicated by me, either verbally or in writing. ABSOLUTELY NO EXTENSIONS WILL BE GRANTED, so please do not compromise yourself by asking for one. Failure to submit on the due date will return a zero for that submission.

Group Projects & Presentation

Student groups (approximately 4-5 students per group) will investigate strategic considerations of a major industry and then an organization within that industry as a semester-long project designed to parallel classroom topics. It will be necessary for students to perform outside research to fully investigate the dynamics of the specified industry. However, structure is provided by utilizing S&P Industry Surveys available from the library on-line (campus computers) and other library, Internet, and outside sources. Students will be charged with generating a written analysis and a formal presentation utilizing PowerPoint or a similar presentation tool as noted in the schedule above. Detailed information concerning project write-up and presentation structure and content will be discussed in class.

Two preliminary project reports are required to facilitate project completion throughout the semester and to avoid end of semester surprises.

Individual Projects

Strategic planning considerations are just as useful to individuals as to corporations. Therefore, students will be charged with considering their own strengths and weaknesses and the opportunities and threats presented by the environment as they pursue their careers. From this first project, students will then plot a five-year plan to help them get to where they want to be. See specific instruction for this Project attached to this Syllabus on Pg.11.

3. PREPARATION AND PARTICIPATION.

Classroom preparation and participation is weighted as detailed above. Student discussion of material drawing upon personal experiences, the textbook, and outside references is critical to not only personal development and success but also to the usefulness of the Course. Appropriate Student comments and insight are always welcomed and generously encouraged.

Evidence of Preparation may be collected by me, thus it is imperative that you write your thoughts on a separate sheet of paper to be handed in, if required.. “Winging it” is usually easy to identify and not highly rewarded. Discussion questions and activities could be drawn from the textbook or chapter notes. Students will be notified if these should be formally prepared for in-class activities.

Discussion Questions and Cases requiring advanced student preparation in view of participation will be announced by myself and/or listed in the Course Schedule or Chapter Notes. I may randomly check for evidence of Preparation to be included in a Student’s preparation, participation, and/or attendance grade(s). Please refer to Section G: STUDENT EVALUATION, above for relative grading emphasis in this Course.

I remain the final judge as to the level of preparedness, and may deduct up to 5% from the participation portion of a grade for each incident of non-compliance. (e.g. Two non-prepared events during a semester may result in only a 90% on participation.). If deemed appropriate, Participation Quizzes are possible.

The dates of Examinations, Assignments and other submission material are not negotiable. All relevant submissions are due on the deadline dates, as scheduled. It is the Student’s responsibility to catch up on all work missed. Absence from class does not excuse the Student from not being in the possession of any Assignment Briefs handed out in the Classroom. Missed Examinations and Assignments will be dealt with on an individual basis. Email may be used to attach submission, only with my prior approval.

FERPA Regulations prohibit the distribution of Grades other than face-to-face with the respective student or via Web for Students. PLEASE DO NOT ASK FOR GRADES OVER THE PHONE OR TO BE SENT VIA EMAIL.

Student Responsibilities

The student is responsible for doing all assigned readings and internalizing all the material presented in class, which may or may not originate from the textbook. The student will be responsible for the material covered in the lectures, assigned textbook readings, presentations, and other assignments whether or not covered in the class lectures.

IF YOU DO NOT UNDERSTAND A TOPIC OR WOULD LIKE A FURTHER EXPLANATION; PLEASE DON’T BE AFRAID TO ASK. YOU ARE PROBABLY NOT THE ONLY ONE WITH THAT QUESTION!!!!

Discussion questions and cases requiring advanced student participation will be announced by the instructor and/or listed in the course schedule or chapter notes. The instructor may randomly check for evidence of preparation to be included in a student’s preparation, participation, and/or attendance grade(s). See the Section G. STUDENT EVALUATION above for relative emphasis in this course. Written evidence, informal as it may be, often requires less follow up by the instructor than that which is simply committed to student memory. The instructor is the final judge as to the level of preparedness and may deduct up to 10 percent from the participation portion of a grade for each incident (e.g., Two non-prepared events during a semester may result in a 80 percent on participation.)

The student is responsible for submitting all assignments, projects and presentations when scheduled by the instructor. Absence from class does not excuse the student from any assignments made during the class period. Email may be used to submit assignments only with instructor approval. A student who misses a class should check with the instructor to determine if an assignment was made during the class that was missed. It is recommended to ask other students, too, if an assignment was made.

H. ATTENDANCE

YOUR REGULAR CLASS ATTENDANCE IS EXPECTED. You will need to attend class adequately prepared to discuss the assigned Topics for that Class. If you are unable to attend a Class, for whatever reason, you should consult with me, before the Class meets. Contact can be made via telephone, email or in person. Apologies received after the Class has concluded will not be accepted, unless accompanied by a written excuse. The University Health Service will verify treatment due to illness or injury only when the Health Center has rendered a service to you. In other words, no make up Exams or attendance relief will be granted without a medical excuse from the Health Center or your physician.

Absence from Class: - As per University Policy, an Attendance Register will be taken each time the Class meets and your respective attendance recorded. Each absence will be counted against your Participation and Attendance Grade. Un-excused absences beyond two [2] and a total absence beyond four [4] missed Classes will result in your final grade for the Class being lowered by one full letter grade. Protracted absences will result in a failing grade and/or you being requested to withdraw from this Course.

I. ENROLLMENT:

Students have responsibility to ensure they are properly enrolled in Classes. You are advised to review your official Class schedule during the first two weeks of the semester to ensure you are properly enrolled in this Class and section. Withdrawal before the deadline results in a "W" on the official transcript; after the deadline a grade must be calculated and reported. Should you find an error in your Class schedule, you have until the second week of the Semester (for Fall and Spring) to correct it with your advising office. If registration errors are not corrected by this time and you continue to attend and participate in Classes for which you are not officially enrolled, you are advised now that you will not receive a grade at the conclusion of the Semester for any Class in which you are not properly registered.

J. CLASS CANCELLATION (SNOW DAYS)

Please note that the College of Business has set up a phone-line that students can call to see if Classes have been canceled due to inclement weather. CALL (330) 672-3000, tune to local TV and radio stations or check the website at kent.edu.

K. ACADEMIC HONESTY

You are an adult and a college Student. You should know that claiming others’ work as your own is nothing other than cheating. Although it is often said that doing this is a means of only cheating yourself, this is a truism that needs to be understood, not simply glossed over. The official KSU policy is:

“The use of the intellectual property of others without attributing it to them is considered a serious academic offense. Cheating or plagiarism will result in receiving a failing grade for the work or course. Repeat offenses will result in dismissal from the university.”

L. STUDENTS WITH DISABILITIES

Please alert me, as soon as possible, to any accommodations you require during my course. Official KSU policy is:

University policy 3342-3-18 requires that students with disabilities be provided reasonable accommodations to ensure their equal access to course content. If you have a documented disability and require accommodations, please contact the instructor at the beginning of the semester to make arrangements for necessary classroom adjustments. Please note, you must first verify your eligibility for these through Student Disability Services (contact 330-672-3391 or visit kent.edu/sds for more information on registration procedures)

Contact Person at KSU Stark Campus Office of Student Disability Services is;

Kelly Kulick Place: Academic Success Centre Room #47 – Campus Centre

Phone: (330) 499-9600, ext. 53287 Email: kkulick@stark.kent.edu

M. OTHER KSU STARK CAMPUS STUDENT-RELATED SERVICES

ACADEMIC SUCCESS CENTRE [ASC] (Tutoring & Testing): [Contact Person Mary Sidoti]

Place: Lower Level Campus Centre Phone: (330) 499-9600, ext. 53333 Email: msidoti@stark.kent.edu

For Hours of Business please consult the Intercom, or phone the ASC

STUDENT LIAISON OFFICER: [Contact Person Rob Kairis]

Place: Learning Resources Centre Phone: (330) 499-9600, ext. 53326 Email: rkairis@stark.kent.edu

INTERFAITH CAMPUS MINISTRY: [Contact Person Tom Douce]

Place: Lower Level Campus Centre Phone: (330) 499-9600, ext. 53281 Email: tdouce@stark.kent.edu

N. KENT CAREER SERVICES CENTRE

The mission of the KCSC is to provide centralized, comprehensive career education, career employment, student employment and academic testing services to our Kent State University and global communities.

In support of this, and the University mission, we are committed to:

← empowering individuals to prepare for satisfying careers by providing education, counseling and employment opportunities.

← forging valued partnerships and relationships through effective communication and collaboration.

← serving as the benchmark for career center excellence by embracing innovation, technology and personalized service.

Career Employment Services

Career Employment Services is designed to provide students and alumni with multiple avenues to network and interview for career related full-time degreed and internship positions. Students and alumni can network with employers through the Alumni Circle Program and through one of seven major career fairs held on campus each academic year. In addition to the career fairs, recruiting services include on-campus interviews, online job search, and virtual job fairs. In addition, online registration is available to students, alumni, and employers. Registered employers have the ability to conduct resume searches, request interview schedules and post jobs online. A one-time minimal activation fee is required for employer registration.

Career Education Services: Career Education Services consists of six different areas:

|career counseling |career exploration course |Graduate School Preparation |

|career presentations |Alumni Services |Career Research Library |

Career counseling is available to students on an appointment or walk-in basis, and students are welcome to utilize the wealth of information available in the Career Research Library. The Job Seekers Companion, a job search resource, is available on-line, as are a number of career resources.

Contact Details @ the STARK CAMPUS are;

Person: Chris Paveloi Place: Academic Success Center – Student Center

Phone: (330) 244-1610 e-mail: cpaveloi@stark.kent.edu

Business Hours: Monday through Friday 8:00 a.m. - 5:00 p.m.

Contact Details @ the KENT CAMPUS are;

Place: 261 Michael Schwartz Center Phone: (330) 672-2360

Website:

Business Hours: Monday through Friday 8:00am-5:00pm

Drop-In Hours: Academic Year: Mon, Wed, Thurs & Fri.: 10:00am-4:00pm & Tues: 1:00pm-4:00pm

By Appointment: Monday through Friday: 8:00am-5:00pm

CLASS SCHEDULE - M&IS 44285/600 Please See Footnote*

|Date |Day |Wk |L |Activity |TOPICS TO BE COVERED |

|Jan |17 |Tue |1 |1 |Overview |COURSE ORIENTATION - Introductions, Syllabus & Schedule Review, Discuss |

| | | | | | |Assignments, Projects & Presentations. |

| | | | | |Introduction |Chapter 1: Strategic Management & Competitiveness |

| |19 |Thu |1 |2 |Reading/Discuss |Chapter 1: Strategic Management & Competitiveness [ct’d] |

| | | | | |In Class |Group Project Introduction |

| |24 |Tue |2 |3 |Reading/Discuss |Chapter 10: Corporate Governance |

| |26 |Thu |2 |4 |Reading/Discuss |Chapter 10: Corporate Governance |

| | | | | |Individual Prep At |Find a current example of corporate misconduct or a governance issue and |

| | | | | |Home |prepare to discuss ito Ch. 1 & 10 |

| |28 |Sat |2 |DEADLINE |Last Day to Select Pass/Fail, Audit, and Freshman Recalculation, Add a |

| | | | | |Course, Withdraw from Course before "W" Grade is assigned |

| |31 |Tue |3 |5 |Reading/Discuss |Individual Prep – Concluding Chapter’s 1 & 10 |

| | | | | |Reading/Discuss |Chapter 2: External Environment |

|Feb |2 |Thu |3 |6 |Reading/Discuss |Chapter 2: External Environment [continued] |

| | | | | |In Class |Group Time |

| |7 |Tue |4 |7 |Reading/Discuss |Chapter 2: External Environment [continued] |

| | | | | |Group Assignment |Prep - Exp. Exercise, pg. 66. Scanning the External Industry Environment. |

| | | | | |At Home |Do individually and apply to your semester Group project. |

| |9 |Thu |4 |8 |Reading/Discuss |Chapter 8: International Strategy |

| |14 |Tue |5 |9 |Reading/Discuss |Chapter 8: International Strategy [continued] |

| | | | | |In Class |Group Time |

| |16 |Thu |5 |10 |EXAM 1 |EXAM 1: Chapters 1, 10, 2 and 8 |

| |21 |Tue |6 |11 |Reading/Discuss |Chapter 3: Internal Environment |

| |23 |Thu |6 |12 |Assessment |COB ASSESSMENT TEST |

| |28 |Tue |7 |13 |Reading/Discuss |Chapter 3: Internal Environment [continued] |

| | | | | |Submission |DUE Group Prelim. Report #1—Focus on the External Environment with some |

| | | | | | |overview [c/f 02/07 Prep] |

| | | | | |In Class |Group Time |

|Mar |2 |Thu |7 |14 |Reading/Discuss |Chapter 4: Business Level Strategy |

| | | | | |Submission |Prep - Pg. 96:- Scanning the Internal Environment - Do individually for your|

| | | | | | |Group semester project company. |

| |7 |Tue |8 |15 |Reading/Discuss |Chapter 4: Business Level Strategy [continued] |

| |9 |Thu |8 |16 |Reading/Discuss |Chapter 4: Business Level Strategy [continued] |

| | | | | |Submission |DUE - Individual Project #1: Personal SWOT Analysis |

| |14 |Tue |9 |17 |Reading/Discuss |Chapter 5: Competitive Rivalry and Competitive Dynamics |

| |16 |Thu |9 |18 |Reading/Discuss |Chapter 5: Comp. Rivalry & Competitive Dynamics [cont’d] |

| | | | | |In Class |Group Time |

| |21 |Tue |10 |19 |Reading/Discuss |Chapter 6: Corporate-Level Strategies |

| |23 |Thu |10 |20 |Reading/Discuss |Chapter 7: Acquisition and Restructuring Strategies |

| |25 |Sat |10 |DEADLINE |LAST DAY TO WITHDRAW FROM CLASS |

| |27 |Mon |11 |No Classes |Campus Closed – SPRING BREAK – Campus Closed |

| |31 |Fri |11 | | |

|Apr |4 |Tue |12 |21 |Reading/Discuss |Chapter 7: Acquisition and Restructuring Strategies [cont’d] |

| | | | | |In Class |Group Time |

| |6 |Thu |12 |22 |EXAM 2 |Exam 2: Chapters 3, 4, 5, 6 and 7 |

| |11 |Tue |13 |23 |Reading/Discuss |Chapter 9: Cooperative Strategies |

| |13 |Thu |13 |24 |Reading/Discuss |Chapter 9: Cooperative Strategies [continued] |

| | | | | |Submission |DUE Grp. Prelim. Report #2 - Focus on Ch.3, then Chs.4-6 |

| | | | | |In Class |Group Time |

| |18 |Tue |14 |25 |Reading/Discuss |Chapter 11: Organizational Structure and Controls |

| |20 |Thu |14 |26 |Reading/Discuss |Chapter 11: Organizational Structure and Controls [cont’d] |

| | | | | |Submission |DUE—Ind. Project #2: Five-year strategic plan |

| | | | | |In Class |Group Time |

CLASS SCHEDULE - M&IS 44285/600 [continued] Please See Footnote*

|Date |Day |Wk |L |Activity |TOPICS TO BE COVERED |

|Apr |25 |Tue |15 |27 |At-Home |Prep-Have Your Resume Ready for Mock Interviews |

| |27 |Thu |15 |28 |In-Class |Putting the finishing touches to Semester Group Projects |

|May |2 |Tue |16 |29 |Submission |DUE—Final Group Projects (all Groups) |

| | | | | |Presentations |Group Presentations |

| |4 |Thu |16 |30 |Presentations |Group Presentations |

| |9 |Tue |17 |- |FINAL EXAM |Comprehensive – All Chapters |

SUGGESTED ADDITIONAL READING LIST

|OUT OF CONTEXT: A Creative Approach To Strategic |About the Author: |

|Management |Dr. Cynthia Wagner Weick is Professor of Management at University of the Pacific, in |

|by Cynthia Wagner Weick |Stockton, California, where she has been a faculty member for over twelve years. She |

|Paperback: 224 pages |has academic training and industry experience in both business administration and the |

|Publisher: South-Western College |biological sciences, and has held positions in strategic planning and technology |

|Edition: 1st (February 2, 2004) |management at Pioneer Hi-Bred International, the United Nations Development Program, |

|ISBN: 0324274122 |and Battelle Columbus Laboratories. She earned her doctorate at the Wharton School, |

|List Price: $21.95 |University of Pennsylvania, and her M.S. and B.S. at the Ohio State University. |

|Used: from $13.00 |About the Book: |

| |Out of Context complements traditional texts in strategic management rather than |

| |substitutes for them. It helps readers to think about strategy conceptually and |

| |creatively, not just analytically, with a useful tool to achieve that end. Using |

| |metaphor as the principal means to uncover new insights, Wagner Weick has assembled a |

| |set of challenging resources. Combining readings from a wide-ranging mix of |

| |disciplines:- sports, science, philosophy, art, and military history with thoughtful |

| |introductions and thought-provoking discussion questions. Contributing authors include |

| |academics, such as Henry Mintzberg (McGill) and Kathleen Eisenhardt (Stanford), and |

| |practitioners, such as Boston Consulting Group founder Bruce Henderson. |

|FORMULATION, IMPLEMENTATION, AND CONTROL OF COMPETITIVE|An introduction to planning and managing strategic activities, for business students. |

|STRATEGY |Covers the strategic management process, defining the company mission, internal |

|by John A. Pearce, Richard B. Robinson Paperback |analysis, and formulating, implementing, and evaluating strategy, with chapter case |

|Publisher: Mcgraw-Hill College |studies from the Coca-Cola company. This fifth edition incorporates revised material on|

|Edition: 9th Pkg edition (February 1, 2004) |external analysis, environmental forecasting, the global business setting, and |

|ISBN: 0072980087 |organizational culture as a central dimension of strategy implementation. Annotation |

| |copyright Book News, Inc. Portland, Or.--This text refers to the paperback edition. |

| |About the Book: |

| |Contemporary research in strategic management, with an emphasis on conceptual tools and|

| |skills created by scholars and practitioners in the field are evident throughout this |

| |12-chapter text-only book. Formulation, Implementation, and Control of Competitive |

| |Strategy is the soft cover, text-only version of Pearce and Robinson's STRATEGIC |

| |MANAGEMENT. Pearce and Robinson presents a unique pedagogical model created by the |

| |authors. Instructors who desire quantitative analysis will like the financial data |

| |available here. The new, strong coverage of Business Week material provides a currency |

| |and uniqueness to the text. |

|STRATEGIC MANAGEMENT: Concepts and Cases |Thompson and Strickland's, Strategic Management, has always included the most recent |

|by Arthur A. Thompson, Strickland |research in strategy in a way that students can understand and apply it to business |

|Hardcover: 1 pages |cases and problems. In addition, Thompson offers more coverage of strategy |

|Publisher: Irwin/McGraw-Hill |implementation than most other texts, which many instructors think is critical if |

|Edition: 13th (June 1, 2003) |students are to understand the “how” and not just the “what” and “why”. Thompson’s |

|ISBN: 0072443715 |coverage of Michael Porter’s classic 5-forces model is clearer and more detailed than |

| |in other texts, according to reviewers. With this edition the market leader looks |

| |better than ever before, offering a new 4-color design, improved writing style, and two|

| |new chapters on global and e-commerce strategy. |

| |The Thompson and Strickland cases have always been another strong selling point. Over |

| |the years, this author team has developed a great network of case authors and is able |

| |to select from the cream of the crop. And, having taught the course themselves for many|

| |years, they are very experienced in selecting the types of cases that will spark |

| |student interest and generate lively classroom discussions. Many of the cases reflect |

| |high profile companies, products, and people that students will have heard of, know |

| |about from personal experience, or can easily identify with. The new case line-up |

| |features an exciting collection of New Economy companies. Cases are further |

| |selected to highlight other critical types of business and trends, such as non-U.S.. |

| |companies, globalization, cross-cultural situations, relatively small, entrepreneurial |

| |firms, non-profit organizations, and more. |

CLASS SCHEDULE - M&IS 44285/601 Please See Footnote*

|Date |Day |Wk |L |Activity |TOPICS TO BE COVERED |

|Jan |18 |Wed |1 |1 |Overview |COURSE ORIENTATION - Introductions, Syllabus & Schedule Review, Discuss |

| | | | | | |Assignments, Projects & Presentations. |

| | | | | |Introduction |Chapter 1: Strategic Management & Competitiveness |

| |23 |Mon |2 |2 |Reading/Discuss |Chapter 1: Strategic Management & Competitiveness [ct’d] |

| | | | | |In Class |Group Project Introduction |

| |25 |Wed |2 |3 |Reading/Discuss |Chapter 10: Corporate Governance |

| | | | | |Individual Prep At |Find a current example of corporate misconduct or a governance issue and |

| | | | | |Home |prepare to discuss ito Ch. 1 & 10 |

| |28 |Sat |2 |DEADLINE |Last Day to Select Pass/Fail, Audit, and Freshman Recalculation, Add a |

| | | | | |Course, Withdraw from Course before "W" Grade is assigned |

| |30 |Mon |3 |4 |Reading/Discuss |Individual Prep – Concluding Chapter’s 1 & 10 |

| | | | | |Reading/Discuss |Chapter 2: External Environment |

|Feb |1 |Wed |3 |5 |Reading/Discuss |Chapter 2: External Environment [continued] |

| | | | | |In Class |Group Time |

| |6 |Mon |4 |6 |Reading/Discuss |Chapter 2: External Environment [continued] |

| | | | | |Group Assignment |Prep - Exp. Exercise, pg. 66. Scanning the External Industry Environment. |

| | | | | |At Home |Do individually and apply to your semester Group project. |

| |8 |Wed |4 |7 |Reading/Discuss |Chapter 8: International Strategy |

| |13 |Mon |5 |8 |Reading/Discuss |Chapter 8: International Strategy [continued] |

| | | | | |In Class |Group Time |

| |15 |Wed |5 |9 |EXAM 1 |EXAM 1: Chapters 1, 10, 2 and 8 |

| |20 |Mon |6 |10 |Reading/Discuss |Chapter 3: Internal Environment |

| |22 |Wed |6 |11 |Assessment |COB ASSESSMENT TEST |

| |27 |Mon |7 |12 |Reading/Discuss |Chapter 3: Internal Environment [continued] |

| | | | | |Submission |DUE Group Prelim. Report #1—Focus on the External Environment with some |

| | | | | | |overview [c/f 02/07 Prep] |

| | | | | |In Class |Group Time |

|Mar |1 |Wed |7 |13 |Reading/Discuss |Chapter 4: Business Level Strategy |

| | | | | |Submission |Prep - Pg. 96:- Scanning the Internal Environment - Do individually for your|

| | | | | | |Group semester project company. |

| |6 |Mon |8 |14 |Reading/Discuss |Chapter 4: Business Level Strategy [continued] |

| |8 |Wed |8 |15 |Reading/Discuss |Chapter 4: Business Level Strategy [continued] |

| | | | | |Submission |DUE - Individual Project #1: Personal SWOT Analysis |

| |13 |Mon |9 |16 |Reading/Discuss |Chapter 5: Competitive Rivalry and Competitive Dynamics |

| |15 |Wed |9 |17 |Reading/Discuss |Chapter 5: Comp. Rivalry & Competitive Dynamics [cont’d] |

| | | | | |In Class |Group Time |

| |20 |Mon |10 |18 |Reading/Discuss |Chapter 6: Corporate-Level Strategies |

| |22 |Wed |10 |19 |Reading/Discuss |Chapter 7: Acquisition and Restructuring Strategies |

| |25 |Sat |10 |DEADLINE |LAST DAY TO WITHDRAW FROM CLASS |

| |27 |Mon |11 |No Classes |Campus Closed – SPRING BREAK – Campus Closed |

| |31 |Fri |11 | | |

|Apr |3 |Mon |12 |20 |Reading/Discuss |Chapter 7: Acquisition and Restructuring Strategies [cont’d] |

| | | | | |In Class |Group Time |

| |5 |Wed |12 |21 |EXAM 2 |Exam 2: Chapters 3, 4, 5, 6 and 7 |

| |10 |Mon |13 |22 |Reading/Discuss |Chapter 9: Cooperative Strategies |

| |12 |Wed |13 |23 |Reading/Discuss |Chapter 9: Cooperative Strategies [continued] |

| | | | | |Submission |DUE Grp. Prelim. Report #2 - Focus on Ch.3, then Chs.4-6 |

| | | | | |In Class |Group Time |

| |17 |Mon |14 |24 |Reading/Discuss |Chapter 11: Organizational Structure and Controls |

| |19 |Wed |14 |25 |Reading/Discuss |Chapter 11: Organizational Structure and Controls [cont’] |

| | | | | |Submission |DUE—Ind. Project #2: Five-year strategic plan |

| | | | | |In Class |Group Time |

CLASS SCHEDULE - M&IS 44285/600 [continued] Please See Footnote*

|Date |Day |Wk |L |Activity |TOPICS TO BE COVERED |

|Apr |24 |Mon |15 |26 |At-Home |Prep-Have Your Resume Ready for Mock Interviews |

| |26 |Wed |15 |27 |In-Class |Putting the finishing touches to Semester Group Projects |

|May |1 |Mon |16 |28 |Submission |DUE—Final Group Projects (all Groups) |

| | | | | |Presentations |Group Presentations |

| |3 |Wed |16 |29 |Presentations |Group Presentations |

| |10 |Wed |17 |- |FINAL EXAM |Comprehensive – All Chapters |

* Instructor reserves the right to make changes to the above schedule; and whenever possible the changes will be announced in advance and, if necessary, in writing.

SUGGESTED ADDITIONAL READING LIST [cont’d]

|CRAFTING AND EXECUTING STRATEGY : Text and Readings |Thompson’s teaching experience includes 25+ years at the University of Alabama, and 3 |

|with Online Learning Center with Premium Content Card |years at Virginia Polytechnic Institute and State University. He earned a BS in Liberal|

|by Jr., Arthur A Thompson, A. J. Strickland III, John E|Arts and a PhD in Economics from the University of Tennessee. He is a member of the |

|Gamble |American Economic Association, the Academy of Management, and the Southern Management |

|Paperback |Association. He has also served on the editorial boards of a number of journals, |

|Publisher: McGraw-Hill/Irwin |including the Journal of Economics and Finance, the Journal of Management, the Journal |

|Edition: 14th (July 2, 2004) |of Management Case Studies, and the Journal of Management Issues. A.J. (Lonnie) |

|ISBN: 0073023078 |Strickland received a BS in Math and Physics from the University of Georgia, an MS in |

| |Industrial Management from Georgia Institute of Technology, and a PhD from Georgia |

| |State university. He currently holds the rank of Professor of Strategic Management in |

| |the Graduate School of Business at the University of Alabama. He has done extensive |

| |consulting and research work. In recent years, he was honored with the Outstanding |

| |Professor Award for the Graduate School of Business, and was the recipient of the |

| |Outstanding Commitment to Teaching Award for the University of Alabama. |

|Business Strategy Game Player's Package V7.20 (Manual, |The Business Strategy Game is the #1 selling computer simulation in the strategic |

|Download Code Sticker & CD) |management market. It is the single best exercise available for helping students |

|by Arthur A. Thompson, Arthur Thompson, Gregory |understand how the functional pieces of a business fit together and for providing |

|Stappenbeck |students with a capstone experience in decision-making. The exercise of running a |

|Publisher: Mcgraw-Hill College |simulated company in a competitive market setting helps students develop better |

|Edition: 7th Bk&Cdr (February 13, 2002) |decision-making judgment and improves their skills in evaluating market and competitive|

|ISBN: 0072820098 |conditions and responding to changes that are occurring. The BSG helps students learn |

| |from working with the numbers, exploring options, and trying to unite production, |

| |marketing, finance, and human resource decisions into a coherent strategy. |

|COMPETITIVE STRATEGY: Techniques For Analyzing |Now nearing its 60th printing in English and translated into nineteen languages, it has|

|Industries And Competitors |transformed the theory, practice, and teaching of business strategy throughout the |

|by Michael E. Porter |world. Electrifying in its simplicity - like all great breakthroughs - Porter's |

|Hardcover: 432 pages |analysis of industries captures the complexity of industry competition in five |

|Publisher: Free Press |underlying forces. Porter introduces one of the most powerful competitive tools yet |

|Edition: 1st Free P edition (June 1, 1998) |developed: his three generic strategies -- lowest cost, differentiation, and focus - |

|ISBN: 0684841487 |which bring structure to the task of strategic positioning. He shows how competitive |

| |advantage can be defined in terms of relative cost and relative prices, thus linking it|

| |directly to profitability, and presents a whole new perspective on how profit is |

| |created and divided. In the almost two decades since publication, Porter's framework |

| |for predicting competitor behavior has transformed the way in which companies look at |

| |their rivals and has given rise to the new discipline of competitor assessment. |

|STRATEGY: A View From the Top |From the Back Cover: |

|by Cornelis A. de Kluyver, John A. Pearce |A short, up-to-date, practical and readable guide to strategy formulation, this book is|

|Paperback: 142 pages |designed for practicing executives who are getting ready to assume broader |

|Publisher: Prentice Hal |responsibilities. By focusing on strategic thinking and using real-life examples and |

|Edition: 1st (August 1, 2002) |historical references, this book is a must-read for the serious executive strategist. |

|ISBN: 0130083607 |The first chapter defines strategy and its effect on a corporation's effectiveness; and|

| |then in subsequent chapters covers the external strategic environment, the analysis of |

| |a firm's physical assets, the development of a competitive strategy, different industry|

| |environments, corporate strategy and competition, different strategy choices, global |

| |strategy, and implementing and controlling a chosen strategic direction. For CEOs, |

| |senior executives, general managers, vice-presidents, divisional managers, and |

| |consultants. |

| |About the Book: |

| |A short, up-to-date, practical and readable guide to strategy formulation, this book is|

| |designed for practicing executives who are getting ready to assume broader |

| |responsibilities. By focusing on strategic thinking and using real-life examples and |

| |historical references, this book is a must-read for the serious executive strategist. |

| |The first chapter defines strategy and its effect on a corporation's effectiveness; and|

| |then in subsequent chapters covers the external strategic environment, the analysis of |

| |a firm's physical assets, the development of a competitive strategy, different industry|

| |environments, corporate strategy and competition, different strategy choices, global |

| |strategy, and implementing and controlling a chosen strategic direction. For CEOs, |

| |senior executives, general managers, vice-presidents, divisional managers, and |

| |consultants. |

PROJECT MARKING SCHEDULE

| |Total |Excellent |Good |Average |Weak |

|1. Presentation Mark |20 |20-15 |10-14 |5-9 | ................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download