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Classroom Syllabus

MC 600

Business Policy/Capstone Course

3 Credit Hours

Effective: March 2009

Instructor:

Peter Folk, MBA

Adjunct MBA Faculty, Slovakia

Term: Winter 2009

Course Dates: February 28+ March 1, March 7+8, 21+22

Class Times: 9AM to 2PM at CU in Bratislava

Required Resources

Hill, C. W. L., & Jones, G. R. (2007). Strategic management: An integrated approach (7th ed.). Boston: Houghton Mifflin.

Research paper guide. (2004).Trenčín, Slovakia: City University. Available for purchase in the library or online at

Access to a personal computer and the Internet is required. All written assignments must be word-processed.

Copyright 2001-2009 by City University of Seattle

All rights reserved

MC 600

Business Policy

This document provides an overview of the course foundation elements, assignments, schedules and activities. For information about general City University policies, please see the City University catalog. If you have additional questions about the course, please contact your instructor.

Notification to Students with Disabilities

If you are a student with a disability and you require course adaptations or accommodations, please contact your instructor or advisor for assistance.

Course Description

This course serves as the capstone integration course for the MBA program. Students will utilize prior learning to create a business plan that reflects their competencies in understanding and applying knowledge and skills reflective of program outcomes. Students will consider strategic and operational situations and factors and will demonstrate proficiency in foundational functional arenas such as management accounting, finance, marketing, economics, etc.

Prerequisites: Prior to enrolling in MC 600, students must be in their last quarter of study or have completed the core MBA degree courses, which are: MB545, MC500, MC506, MC509, MC511, MC514, MC516, MC553, MC555, and MC550. Any exceptions must have special permission from the Dean.

Course Overview

This capstone course for the graduate business administration program focuses on strategy and “managing for success,” emphasizing the need to formulate plans for the enterprise as a whole and manage strategically from a whole systems perspective. Through case analyses, a business planning project, and exercises in contingency responses students will have an opportunity to integrate concepts from previous courses and simulate the tasks a general manager performs.

Learning Goals

Upon the successful completion of this course, students will be able to:

1. Select, integrate, and apply a body of knowledge of business accounting, finance, governmental and regulatory relationship, international business, marketing, structure, and management toward the effective management of a business;

2. Apply principles of ethical behavior and social responsibility in business decision-making;

3. Plan business strategies within a global environment;

4. Establish management systems and structures to plan, budget, and control a multi-functional enterprise to meet deadlines within a defined set of resources over time;

5. Communicate orally and in writing with clarity, persuasiveness and effectiveness;

6. Devise a corporate communication system that applies modern technology in support of a business’s competitive advantage;

7. Demonstrate an understanding of the interplay among an organization’s goals and its systems, culture, leadership, and structure to maximize organizational effectiveness;

8. Analyze the development of organizational goals that achieve effectiveness, reflect the satisfaction of strategic constituencies, and have a socially responsible impact on the environment;

9. Formulate guidelines for developing effective business strategies for enterprises of various market or product and service orientations;

10. Assess the relationships between policy decisions in marketing, production, finance, organization, and management of resources (including human and information) and overall strategic policy decisions;

11. Critically evaluate strategic organizational issues and options for addressing these issues;

12. Develop a strategic business plan incorporating the issues and topics addressed in the MBA program.

Core Concepts

To achieve the goals of this course, you will need to master the following core concepts:

1. The strategic management process;

2. Stakeholders and the corporate mission;

3. Ethics;

4. External analysis

5. Internal analysis

6. Functional-level strategies;

7. Business-level strategy;

8. Industry environment;

9. Vertical integration, diversification, and strategic alliances;

10. Strategic control systems;

11. Implementing strategy change.

Recommended Supplementary Resources

As a City University student, you have access to library resources regardless of where and how you are taking this class. To access the resources that are necessary to complete your coursework and assignments, visit the library menu in the My.CityU portal at .

A good place to begin your research is through the program or course resource sections that provide links to relevant journals, books, and Web sites.  Search the library's online catalog to locate books and videos, and place requests to have items mailed to you (services vary by location).  Search the online databases for journal, magazine, and newspaper articles. Articles that are not available full text in the library's collection can be requested from other libraries and delivered to you electronically.

For additional help, submit your question via the Ask a Librarian e-mail service available through the portal.

Print Resources

Chappell, T. (1993). The soul of a business: Managing for profit and the new common good. New York: Bantam Books.

Collins, J. C., & Porras, J. I. (1994). Built to last: Successful habits of visionary companies. New York: HarperBusiness.

Collins, J. C. (2001). Good to great: Why some companies make the leap and others don’t. New York: HarperBusiness.

Hamermesh, R. G. (Ed.) (1984). Strategic management (Harvard Business Review executive book series). New York: John Wiley & Sons.

Hammer, M., & Champy, J. (1994). Reengineering the corporation: A manifesto for business revolution. New York: HarperBusiness.

Kao, J. J. (1989). Entrepreneurship, creativity & organization. Englewood Cliffs, NJ: Prentice Hall.

Pande, P. S., Neuman, R., & Cavanaugh, R. (2000). The six-sigma way: How GE, Motorola and other top companies are honing performance. New York: McGraw-Hill Professional.

Porter, M. (1980). Competitive strategy: Techniques for analyzing industries and competitors. New York: Free Press.

Reder, A. (1994). In pursuit of principle and profit: Business success through social responsibility. New York: Tarcher/Putman Books.

Robert, M. (1993). Strategy pure and simple: How winning CEOs outthink their competition. New York: McGraw-Hill.

Scott, M., & Rothman, H. (1994). Companies with a conscience: Intimate portraits of twelve firms that make a difference. New York: Citadel Press.

Treacy, M., & Wiersema, F. (1995). The discipline of market leaders: Choose your customers, narrow your focus, dominate your market. Reading, MA: Addison-Wesley.

Walton, M. (1991). Deming management at work. New York: Putnam.

Electronic Resources

The following Internet resources may be of use to you in this course. Please be aware that Web addresses may change from time to time. Consult your instructor if you have questions about electronic resources.

Asia, Inc. Online



Barron’s Online



BRINT- A Business Researcher’s Interests



Bureau of Economic Analysis



EINet Galaxy: Business and Commerce (subject based list and a search tool)



Maintained by the Federal Integrating Council on Statistical Policy, this site provides access to statistics & information produced by more than 70 agencies for public use.



Global Edge sources for international business



Harvard Business School Publishing (abstracts for HBR cases etc.)



Industry Link (The premier director of links to industry web sites)



Palo Alto Software, Inc. – this company has free sample business plans, and BizPlan Pro software (optional) that produces formal looking business plans.



Resources for Economist on the Internet



SMG Services, Limited (commercial Web site, has business planning information)



United States Security and Exchange Commission (Includes EDGAR database of corporate information)



U.S. Small Business Administration



Wall Street Journal



Wall Street Journal (European edition)



WebEc (Comprehensive catalog of economic resources)



Overview of Course Activities and Grading

The grade you receive for the course will be derived using City University’s decimal grading system, based on the following:

Assignments

|Cases in Strategic Management (4 @ 5% each) |20% |

|Strategic Business Plan Brief – Oral Presentation |20% |

|Strategic Business Plan – Written Paper |60% |

| | |

|TOTAL |100% |

Please see the current City University catalog or consult your instructor for guidance in determining your decimal grade.

Cases in Strategic Management

During each session, the instructor will assign several case studies from your textbook. You will be expected to have read them before the appropriate class and be prepared for an in-class discussion on these cases.

We cannot stress strongly enough the importance of preparing for class by completing the assigned readings. You will not be prepared to participate in class if you have not studied the material in advance.

Strategic Business Plan Brief- Oral Presentation

You will prepare a brief description of your business plan and present it to the class. It should take you no more than 5 minutes to present your brief. This assignment will provide you with valuable information from the instructor and your peers which should improve the quality of your Strategic Business Plan. Visual materials that support the presentation are required - Microsoft PowerPoint presentation is strongly recommended. You will be expected to turn your presentation in. The format is to be appropriate for a Board of Directors or a venture capitalist. Additional criteria will be provided by the instructor.

Grading Criteria for Oral Presentation

|Clarity and thoroughness of plan content |30% |

|Professional demeanor |30% |

|Capacity to handle questions and feedback |30% |

|Grammar, spelling, punctuation, and clarity of visual materials |10% |

| | |

|TOTAL |100% |

Strategic Business Plan – Written Paper

You are required to perform sufficient research and analysis toward development of a business plan for an existing business. The business plan requires you to synthesize knowledge from all areas of the business curriculum and apply it to an original plan for a business. A business plan is a written document detailing the operational and financial aspects of a company. Like a road map, it helps determine where the company is, where it should be, and how to get to a desired future state. It forces an executive/manager to consider all aspects of initiating and operating a viable business. It keeps a company in touch with its goals, potential risks and rewards. It may be the crucial factor convincing investors or company management to provide financing.

A good business plan also serves as a communication tool to familiarize sales personnel, suppliers, and others with the company’s operations and goals. It helps students develop as managers, providing practice in thinking about competitive conditions, promotional opportunities and situations that are advantageous to the business. It saves money and time by focusing activities, establishing control over finances, marketing and business objectives.

Requirements for the Strategic Business Plan

Format:

Title Page

Include the student’s name and student number, the name of the company, the instructor’s name, the class title, course number and start date.

Table of Contents

Provide a sequential list and pagination of the sections of the business plan.

Executive Summary

Provide a one-page synopsis of the business that summarizes the main points.

Mission, Vision, Goals and Objectives

Include a statement of the purpose of the business along with a picture of where the business is going and what future you anticipate for it. Provide goals and objectives and how they will be achieved.

Company Overview

Provide a basic description of the company, its structure, management, staffing, all major stakeholders and strategic alliances, strengths and weaknesses. Include an explanation of global or international implications for the company. These may be from competitors, suppliers, or customers, regardless of your intention to compete internationally or not. Explain how you will address these factors.

Product Strategy

Review the product or service and what makes it unique and competitive. Future research and development plans, production and distribution are part of the product strategy.

Market Analysis and Plan

Define the market, the demographics and psychographics of the target customers, competitors' products or services, and business and environmental risks and opportunities. Delineate the product concept, pricing, distribution, and communications strategies covered in this section. Be sure to discuss what industry this company is in, the strengths and idiosyncrasies of the industry, and the company’s position in the industry.

Social Responsibility

Identify the particular ethical concerns for your industry and business, distinguishing between the legal and ethical aspects. Explain how you will address these concerns in the business and how your business will participate as a member of the community in which it is to be located.

Financial Plan

Outline the company's capital requirements, sources of funds, profit projections and financial strategies. What is the financial situation? Is the company profitable? Analyze and demonstrate your rationale.

The Company’s Future

Describe the future of the company. What strategic decisions does it face now that will affect its future? What recommendations do you have for the company? What strategies would you use to implement these recommendations?

Grading Criteria for Strategic Business Plan

|Definition of business and competitive arena |10% |

|Complete elements required for business plan |10% |

|Clarity and depth of business development plan and justification |20% |

|Quality and thoroughness of marketing plan |10% |

|Quality and thoroughness of financial analysis |10% |

|Appropriateness of management structure |10% |

|Soundness of strategy and justification |20% |

|Professional appearance of the documents and proper grammar, spelling, punctuation, |10% |

|and syntax | |

| | |

|TOTAL |100% |

Scholastic Honesty

City University of Seattle expects each student to do his/her own work. The University has "zero tolerance" for cheating, plagiarism, unauthorized collaboration on assignments and papers, using "notes" during exams, submitting someone else's work as one's own, submitting work previously submitted for another course, or facilitating acts of academic dishonesty by others. The penalties are severe! A first offense can result in a zero grade for the course and suspension for one quarter; a second offense can result in a zero grade for the course and suspension for two or more quarters; a third offense can result in expulsion from the University. The Policy and Procedures may be found at .

In addition to providing your work to the instructor for grading, you must also submit an electronic copy for the CU archives (unless the work is specifically exempted by the instructor). You will not receive a grade for particular work until and unless you submit this electronic copy. The procedure for submitting work to the archives is to upload it via the website . Files should include the cover page of the work with the student name, instructor name, course name and number, and date. File names should indicate the type of assignment, such as “researchpaper.doc”, “casestudy.doc” or “thesis.doc” (student name should not be a part of the file name because the system adds it). All files received into the archives are submitted to for plagiarism checking.

Recommended Course Schedule

The following schedule has been provided as a general guide to the course. Your instructor may elect to adjust the outline to meet the unique needs of the class. If you find you are unable to complete the assignments as scheduled, it is your responsibility to contact your instructor prior to the end of the course.

|Session |Topics and Assignments |Readings |

| | | |

|1 |Introduction to strategic management |Chapter 1 |

| |The strategic management process | |

|February 28, 2009 | | |

| |Introduction: Analyzing and writing a case study |Part V, C2-C14 |

| | | |

| |External analysis: Industry opportunities and threats |Chapter 2 |

| |Defining an industry, sectors, and market segments | |

| |The macro-environment | |

| | | |

| |Internal analysis: Competencies, competitive advantage, and profitability |Chapter 3 |

| |The value chain | |

| | | |

|2 |Competitive advantage strategies |Chapter 4 |

| |Economies of scale | |

|March 1, 2009 |Flexible manufacturing | |

| |Mass customization | |

| |R&D strategy and efficiency | |

| |Responsiveness to customers | |

| | | |

| |Competition and business-level strategy |Chapter 5 |

| |Cost-leadership strategy | |

| |Differentiation strategy | |

| |Focus strategies | |

| |Competitive positioning | |

| | | |

| |Cases in strategic management as assigned by the instructor |Part V |

|Session |Topics and Assignments |Readings |

| | | |

|3 |Competitive strategy and the industry environment |Chapter 6 |

| |Strategies in fragmented industries | |

|March 7, 2009 |Strategies in embryonic and growth industries | |

| |The changing nature of market demand | |

| |Strategy in mature industries | |

| |Strategies to manage rivalry | |

| |Supply and distribution strategy | |

| | | |

| |Strategy in high-technology industries |Chapter 7 |

| |Examples of standards | |

| |Benefit of standards | |

| |Costs in high-technology industries | |

| |Lowering costs through digitalization | |

| |Managing intellectual property rights | |

| |Capturing first-mover advantages | |

| | | |

| |Globalization and strategy |Chapter 8 |

| |Increasing profitability through global expansion | |

| |Pressures for cost reductions and local responsiveness | |

| |Choosing a global strategy | |

| |Scaling of entry and strategic commitments | |

| |Global strategic alliances | |

| | | |

| |Cases in strategic management as assigned by the instructor |Part V |

| | | |

|4 |Corporate strategy: Horizontal integration, vertical integration, and |Chapter 9 |

| |strategic outsourcing | |

|March 8, 2009 |Alternatives to vertical integration | |

| |Strategic outsourcing | |

| | | |

| |Diversification, acquisitions, and internal new ventures |Chapter 10 |

| |Expanding beyond a single industry | |

| |Organizational competencies | |

| |Joint ventures | |

| | | |

| |Cases in strategic management as assigned by the instructor |Part V |

|Session |Topics and Assignments |Readings |

| | | |

|5 |Corporate performance and governance |Chapter 11 |

| |The causes of poor performance | |

|March 21, 2009 |Inadequate differentiation | |

| |Stakeholder impact analysis | |

| |Agency theory | |

| |Governance mechanisms | |

| |Ethics and strategy | |

| |Thinking through ethical problems | |

| |The ethical climate of an organization | |

| | | |

| |Competing in a single industry |Chapter 12 |

| |Organizational structure, control, and culture | |

| |Building distinctive competencies at the functional level | |

| |Implementing strategy in a single industry | |

| |Restructuring and reengineering | |

| | | |

| |Competing across industries and countries | |

| |Strategy and multidivisional structure |Chapter 13 |

| |Implementing strategy across countries | |

| |Multidomestic strategy | |

| |International strategy | |

| |Entry mode and implementation | |

| | | |

| |Cases in strategic management as assigned by the instructor | |

| | |Part V |

| | | |

|6 |Oral Presentations – Strategic Business Plan Brief | |

| | | |

|March 22, 2009 |DUE in three weeks: Strategic Business Plan – written paper |Hard copy must be submitted to at the |

| | |Admissions Office of City University in |

| | |Bratislava by Tuesday, April 14, 2009 |

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