Essentials of Business Management - VSM | CityU



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Classroom Syllabus

School of Management

MBA 500: ESSENTIALS OF BUSINESS MANAGEMENT

3 Credit Hours

Effective: October, 2009

Term: Fall 2009/2010

Course Dates: Oct 24/25, Nov 7/8, and Nov 14/15, 2009

Porter, M. E. (1998). Competitive strategy techniques for analyzing industries and competitors. New York, NY: Simon & Schuster.

Capstone Business Simulation Student guide with PKG Capsim Business Simulation Software/ download (with registration).

Whitaker, A. (2010). Research and APA style guide. Bratislava, Slovakia: City University of Seattle. Available online at or for purchase in the CU Slovakia library.

MBA 500: Essentials of Business Management

Faculty

Faculty Name: Dr. Erik Kubička, MBA

Contact Information: ekubicka@vsm.sk

Course Description

Successful managers need to understand the fundamentals of business practices within a global context. This course will introduce you to the overall MBA program and prepare you for writing a comprehensive and viable business plan. You will also practice business decision–making through the use of simulations. Learning how to find relevant data through the use of credible sources will be a main focus of this course, as well as how to effectively communicate in writing.

Course Resources

Required and recommended resources to complete coursework and assignments are listed on the My.CityU portal at Library>Resources by Course.

CItyU Learning Goals

This course supports the following City University learning goals:

• Professional Competency

• Strong Communication and Interpersonal Skills

• Critical Thinking

Program Context

This course begins the MBA program. It will lay the groundwork for subsequent MBA courses. Many of the assignments completed in this course will be revisited as the program progresses. This course contributes to the following end-of-program outcomes:

• Communicate effectively both orally and in writing with internal and external stakeholders;

• Leverage managerial effectiveness through recognition of individual strengths, values and business philosophy;

• Capitalize on business opportunities in a rapidly changing environment by thinking critically and applying quantitative procedures and tools;

• Build, lead and participate in productive and diverse teams.

Throughout the MBA program, you will be expected to maintain an electronic portfolio of all major assignments from each course, either in a folder or removable disk drive dedicated solely to this purpose. Be sure to keep back up copies of all your portfolio components.  The E-portfolio will enable you to reflect back on your previous work.  It will also become a valuable tool for you to use in presenting your work to potential employers to demonstrate how you applied your leadership skills and abilities to devise strategies, accomplish goals, and work in team environments.

Course Outcomes

After completing this course, you will be able to:

• Demonstrate effective team participation;

• After completing the disposition assessment, analyze personal business strengths and weaknesses, and team function;

• Given participation in a business simulation, articulate gaps in business knowledge, MBA program goals and professional goals;

• Implement business strategy;

• Document strategic decision-making;

• Using effective research strategies, research business ideas;

• Draft an initial business proposal.

Core Concepts, Knowledge, and Skills

The course will cover the following concepts and topics:

• Information literacy;

• Team functioning;

• Jungian types;

• Self-analysis;

• Performance criteria;

• Company structure and functions;

• Documentation methods;

• Components of a business proposal.

Overview of Course Grading

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

|Assignment |Percentage of the overall grade |

|Constructive Participation |20% |

|Capsim Rehearsal and Practice Rounds |20% |

|Porter’s Company Competitive Analysis |20% |

|Capsim Competition Rounds |20% |

|Final Exam |20% |

|TOTAL |100% |

Specifics of Course Assignments

Your instructor will provide grading rubrics that will provide more detail as to how this assignment will be graded.

Constructive Participation

Students are expected to contribute to the class on a regular basis through constructive participation. See more information on participation and attendance in general course and university policies (page 7).

Components

|Attendance |20% |

|Professional demeanor and respectful communication skills demonstrated |20% |

|Timely preparation for each class session |20% |

|Contributions toward the positive development of the class |20% |

|Questions and comments that are relevant to the topic discussed |20% |

|TOTAL |100% |

Capsim Rehearsal and Practice Rounds

Components

|Completion of three individual rehersal rounds |40% |

|Completion of two team practice rounds |60% |

|TOTAL |100% |

Porter’s Company Competitive Analysis

The fundamental assumption of this assignment is that the profit potential of any firm is a function of: (1) the industries it operates in; and (2) the competitors it opposes. Therefore to enhance profits, executive management must understand the industry structure and competition. The profits within an industry are affected by a wide range of influences, including the macroeconomic environment, cost and demand structures of the industry, technological change and government regulation. Competitive moves and responses of incumbents also affect firm profits. Actions taken by firms to improve competitive position engender responses by other firms, and the expected sequence of actions and responses must be understood to develop an effective strategy. Reactions of rivals will depend on their goals or intent, beliefs, relative resource positions and past actions. Thus, the approach to studying the dynamics of industry structure and competitors is to focus on the key characteristics of industry structure and the individual competitive moves and countermoves by the competitive players.

Using the components of a competitive analysis Figure 3-1 in the Porter’s text book (page 49), students select a primary company in an industry that they have interest and/or are familiar. Students analyze and contrast the competitive strategy of the primary company and two other competitors’ strategies. Students then develop a competitive profile for the primary company and the two other companies in the industry using the Porter competitor analysis criteria.

Next, analyze and contrast the competitive strategy of the primary company with the other 2 competitors’ strategies then answer the following questions:

1. What is the primary company’s current competitive strategy (be specific)?

2. What are the two competitors doing to improve their current competitive position?

3. What likely moves or strategy shifts will the two competitors make?

4. Where is the primary company most vulnerable?

5. Where are the two competitors most vulnerable?

6. What competitive moves by the two competitors will provoke the greatest and most effective retaliation by the primary company?

7. Would you recommend the continuation or modification of the primary company’s current strategy (support your rationale with specifics)?

Porter competitor analysis criteria:

Estimated overall business strength:

• Market share (percent, rank)

• Market share trend (five years)

• Financial strengths

• Profitability

• Management

• Technology position

• Other key strengths/limitations (e.g., production cost advantages)

Marketing strategy (assessment of key strengths and limitations):

• Competitive strategy (Porter’s)

• Market strategy

• Distribution strategy

• Recent offensive or defensive competitive moves

Components:

|Clarity of expression |15% |

|Integration of course concepts, where relevant |20% |

|Completeness of analysis |30% |

|Logically supported conclusions and recommendations |25% |

|Grammar, spelling, punctuation, and syntax (including proper APA citation throughout paper and in references) |10% |

|TOTAL |100% |

Capsim Competition Rounds 1 and 2

Components:

|Financial: Analysis of profitability, leverage, stock price |25% |

|Internal Business Process: Analysis of ranks, among other measures, contribution margin, plant utilization and days of |25% |

|working capital | |

|Customer: Analysis of company’s product line, buying criteria satisfaction, awareness, and accessibility levels |25% |

|Learning and Growth: Employee productivity analysis |25% |

|TOTAL |100% |

Final Exam

You should be prepared to answer essay questions pertinent to the concepts covered in or suggested by the course materials, assignments and activities. The review questions will be provided by the instructor a week before the final test to help you to prepare.

Components:

|Demonstration of understanding of the concept |25% |

| Appropriateness, depth, and support of arguments |25% |

| Demonstration of analytical, synthetic, and conceptual skills |25% |

| Organization and logical flow of answers |25% |

|TOTAL |100% |

Course Policies

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

Late Assignments

Students are expected to meet submission requirements for assignments in a timely manner. Evaluation includes an assessment of timeliness. Late assignments jeopardize your learning, and may also penalize your classmates as most assignments will not be returned to students until all students have submitted their work. Late submission of assignments may be penalized up to 100% of the grade. Your instructor will provide additional details.

Quizzes, exams, and comprehensive assessments must be taken at the scheduled times. Any absences or late submissions must be approved by your instructor before the scheduled assessment date. Not completing a quiz, exam, or comprehensive assessment in a timely manner will result in a grade of zero unless a student has been preapproved by the instructor to complete the assessment at an alternative time.

Participation

Whether in class, online, or in a mixed mode setting, students will be graded on their participation in classroom discussions; their ability to present, explain, or defend alternative viewpoints; and the degree to which they have mastered the concepts and principles addressed in this course. Written work will be assessed not only on relevance to the subject presented, but also on adherence to good written form and professional presentation.

Students are expected to be actively engaged in all discussions as well as other activities.  Active engagement means contributing substantive, thoughtful and reflective responses.

Professional Writing

Assignments require error-free writing that uses standard English conventions and logical flow of organization to address topics clearly, completely, and concisely. CityU requires the use of APA style.

University Policies

You are responsible for understanding and adhering to all of City University of Seattle’s academic policies. The most current versions of these policies can be found in the University Catalog that is linked from the CityU Web site.

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. Scholastic Honesty policy applies also to online discussions that represent a part of assignments in online courses. You should cite all the information. Every reference material used in discussion contributions must be cited according to the current Research & APA Style Guide. The penalties are severe! A first offense results 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 .

In addition to providing your work to the instructor for grading, you must also submit an electronic copy for the City University of Seattle 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.

Attendance

Students taking courses in any format at the University are expected to be diligent in their studies and to attend class regularly.

Regular class attendance is important in achieving learning outcomes in the course and may be a valid consideration in determining the final grade. Missing more than 25% of the planned sessions will result in the grade 0.0 for participation. A complete copy of this policy can be found in the University Catalog in the section titled Attendance Policy for Mixed Mode, Online and Correspondence Courses.

Support Services

Library Services

The CU Slovakia library home page is at . For additional help, visit the Slovakia library or submit your question in the Contact Us section of the Slovakia library’s web site.

Information about the Instructor

After graduating from the Economic High School (today Business Academy) in Trenčín, he worked in Expo Center Trenčín as the head of unit. Later he worked as the trade fair manager in Codea Agency, Ltd. in Bratislava. He started his studies at City University and his own business activities in 1994. After finishing his bachelor studies, he stayed working with City University/Vysoká škola manažmentu in the position of the instructional materials coordinator. He authored the City University Textbook Information System. In 1999, he moved to the position of the community program coordinator. He cooperated on the development of the program curriculum. After finishing his M.B.A studies, he became the associate dean managing the academic operations at the campus Bratislava. He was a member of the internal accreditation team that successfully completed the Slovak accreditation of the university’s bachelor and master programs. He cooperated on the project of the academic department restructuring (katedra system). In 2005, he obtained the degree of Doctor of Philosophy in management of information systems at Faculty of Management, Comenius University in Bratislava. He teaches courses in business management, organizational behavior, knowledge management, and information systems. He also teaches business management at Faculty of Machinery, Slovak Technical University in Bratislava. From 2006, he has been running own business consulting firm. He is also the director of a non-governmental organization providing services in the fields of employment and regional development.

recommended course Schedule

|Session |Module(s), Topics and Assignments |Readings |

| |Introduction to the MBA Program, MBA500 Course, Assignments, Teams and|Register for Capsim at and become |

| |Teamwork, Linkage of Porter text to Capsim, and Capsim |familiar with materials located on the “Getting|

| |Teams formation |Started” page. |

| |Coverage of team assignments. |Read Capsim Student Guide and (Online) |

|1 |Capsim and team and strategy topics linked to assigned readings. |Manager’s Guide at |

| |Explanation of Capsim, include a step-by-step |Porter, Chapter 1 |

| |explanation of the simulation and how it works. | |

| |Capsim Registration | |

| |Business planning process |Porter, Chapter 2 |

| |Capsim six strategies and Porter’s Generic Competitive Strategies |The Manager Guide’s Six Strategies at |

|2 |Basic decision making principles in Capsim | |

| |Capsim Rehearsal | |

| |Coverage of making strategic business decisions as a team and business|Porter, Chapters 3-4 |

| |planning principles. | |

| |Importance of knowing own strengths, weaknesses and preferences | |

|3 |Cover Porter’s Market Signals | |

| |Capsim Practice Round 1 | |

| |Scope of business planning. |Porter, Chapter 5 |

| |Business planning process and role of the business plan in the MBA | |

| |Program. | |

|4 |Porter’s competitive moves, team situation analysis and strategy | |

| |reports | |

| |Results of Practice Round 1 | |

| |Capsim Practice Round 2 | |

| |DUE: Porter’s Company Competitive Analysis – November 8, 2009 | |

| |DUE: Capsim Rehearsal and Practice Rounds – November 8, 2009 | |

| |Exploring business ideas and criteria for choosing a viable business | |

| |idea. | |

| |Results of Capsim Simulation Round 2 | |

|5 |Involvement in Capsim after completion of course. Coverage of Capsim | |

| |experience to date. | |

| |Team building process, group/team decision making and the implications| |

| |of the experience for both personal and professional development. | |

| |Capsim Competition Round 1 | |

| |Capsim Competition Round 2 | |

| |Final Exam Review | |

| |DUE: Capsim Competition Rounds 1 and 2 – November 15, 2009 | |

|6 |DUE: Final Examination – November 20, 2009 | |

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