Business Policy and Planning - K. Caleb Chan, Ph.D. Spring Arbor University

This course is a "Capstone^®; " providing the essential integrating link to bind together the curriculum into a whole as opposed to disparate parts. Here students are encouraged to gain a vision of management as they attempt to solve problems in a complex and interrelated environment. Students should graduate being able to recognize the nature of a problem as almost always involving not just one area but many, and being able to balance various issues and concerns when working toward effective organizational solutions. Basic knowledge and skills in the various business disciplines (e.g., Accounting, Finance, Marketing, Production, Statistics, Economics, etc.) as well as basic computer skills are expected.

OBJECTIVES

1. To achieve a working familiarity with the terminology, concepts, theories, methods and processes of strategic management;
2. To review and debrief students on the key internal and external elements of sound business practice;
3. To achieve an integration and synthesis of management skills (planning, organizing, staffing, directing, controlling);
4. To practically apply student understanding in a corporate managerial context;
5. To think strategically, as well as operationally;
6. To contribute, as a member of a team, to formulation and implementation of a strategy in the context of a simulation game;
7. To develop skills in communication and critical thinking;
8. To apply Christian principles in our study of strategic management.

Student Guide 99.1 Capstone^®; Simulation . Management Simulations, Inc. Northfield, Illinois.
Articles and /or Case Study Material (will be distributed in class; most can also be accessed through the Internet or Proquest). Several articles are from the Life@Work (L@W) Co. Web site (http://www.lifeatwork.com/journal/article.cfm)

COURSE SCHEDULE (TOPICS, REQUIRED READINGS, ASSIGNMENTS)

WEEK 1 SIMULATION: PRACTICE ROUND
THE STRATEGIC MANAGEMENT PROCESSS (OVERVIEW)
INTRODUCTION TO Capstone^®; SIMULATION
Readings

Student Guide (Entire Booklet) 

Assignment Due:

Formation of group completed and practice round decisions due during class time (time will be given for group meeting)

Practice round decisions due at the end of class

WEEK 2 SIMULATION: FIRST ROUND
INTRODUCTION TO STRATEGIC MANAGEMENT
CURRENT STRATEGY PRESENATION SCHEDULED
Readings

The King's Strategist by Stephen Graves and Thomas Addington.(L@W)

The Purpose Driven Organization by Stephen Caldwell.(L@W)

Strategic management: Which way to competition? 
(Management Accounting)

Assignment Due:

Group Business Plan (format will be discussed in class)

First round decisions due at the end of class

WEEK 3 SIMULATION: SECOND ROUND
THE NATURE OF COMPETITIVE ADVANTAGE
CURRENT STRATEGY PRESENATION SCHEDULED
Readings

How competitive forces shape strategy by Michael E. Porter.

Corporate Redemption and the Seven Deadly Sins by Andrall E. Pearson.

Assignment Due:

Second round decisions due at the end of class

First round Student Simulation Analysis due to Team leader

* After every round, each student in the team is responsible to submit to the team leader a 1-2 page analysis of the team performance in one of the market segments and/or effectiveness of strategy used in one of the functional areas. Your analysis will enhance your team's ability to reach more informed decisions during the following round. The exact format can be decided by the team. The team leader will turn these analyses in to me at the end of the class.

WEEK 4 SIMULATION: THIRD ROUND
STRATEGIES: FUNCTIONAL-LEVEL, BUSINESS-LEVEL, AND CORPORATE LEVEL
Readings

From competitive advantage to corporate strategy by Michael E. Porter

Case Study: L. L. Bean, Inc.: Corporate Strategy by Hirotaka Takeuchi and Penny Pittman Merliss. (Harvard Business School)
Assignment Due:

Third round decisions due at end of class

Second round Student Simulation Analysis due to Team leader

WEEK 5 SIMULATION: FOURTH ROUND
INNOVATION, STEWARDSHIP, AND REGAINING COMPETITIVENESS
CURRENT STRATEGY PRESENATION SCHEDULED
Readings:

Always Reinventing Always by Lois Flowers.(L@W)

Masters of Service by Louis R. Carlozo (L@W)

Case Study: Getting Back on Track (L@W)

Assignment Due:

Fourth round decisions due at the end of class

Third round Student Simulation Analysis due.

WEEK 6 SIMULATION: FINAL ROUND 
COMPREHENSIVE FINAL EXAM 

Assignment Due:

Peer Evaluations due

Final round decisions due at the end of class

ASSIGNMENT & GRADING 
Assignments are due on the date indicated; no late assignments will be accepted unless prior arrangements have been made with the instructor. Late assignments without such prior arrangements will receive one letter grade lower than the actual grade for each week they are late (or part of a week). Cases and readings must be studied before the class meeting. You should be thoroughly familiar with the facts of the assigned case in order to contribute to a meaningful class discussion.

The total grade will consist of four parts:
Part I (Simulation Grade*): 40% 
Part II (Preparation and Participation): 15 % 
Part III (Current Strategy Review and Presentation**) 15% 
Part IV (Final Exam***): 30 %

* The simulation grade is broken down into the following categories: (a) Group and Strategies Formation -10% (b) Quantitative Finish-10% (c) Qualitative Finish-10% and (d) Peer/Instructor Evaluation-10%.
** For the current strategy review and presentation, each student will select an article on current strategy employed by leading companies. This article has to be selected from a high quality business/management publication (e.g., Harvard Business Review, Sloan Management Review, Fortune Magazine, etc.). You will be given five minutes to give an overview of the strategy discussed in the article, the companies that used the strategy, the background in which the strategy was called for, the benefits they experienced as a result of using this strategy, and how might this strategy be beneficial for your organization or the organizations represented in this class. You will also prepare a summary for everyone in class and submit a copy of the article to the instructor.

*** The final exam will consist primarily of essay questions that (i) probe integration between assigned readings and Business Policy and Planning, (ii) relate to the business/management simulations, and (iii) current strategies presented by students. Other exam questions might be added. Details will be given during class.

GRADING SCALE Grade Min. Score Grade Min. Score
A 94 AB 89
B 84 BC 79
C 74 CD 69
D 64 U below 64

Note: You will have to retake this course if your course grade is CD or below.

ATTENDANCE: Because such a high percentage of the total grade is given to class participation in the management simulation and discussion of assigned readings, your regular attendance is essential. Excused absences will only be given for extraneous circumstances and no student will receive more than one excused absence. All excused absences must be approved by the instructor. Any unexcused absences will lower your grade by one whole letter grade.

WITHDRAWAL: A student may drop after the drop/add date only for an unusual reason, and the Director of Graduate Studies and the instructor must approve. The drop/add form must be filled out and signed by the instructor and Director of Graduate Studies for the action to become effective. Students will pay a prorata portion of the tuition for each week they stay in the course. A student may withdraw up to the halfway point of the course and receive a grade of "W" (which remains part of the student's permanent record). No withdrawal will be permitted after this point. Students with more than two absences may be administratively withdrawn from the course. No refund will be given after a course reaches that week in which it is 60% complete.

This syllabus only provides a guideline to the course; deviations may be necessary.