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MG 401 Senior Seminar in Management
Mata, Ramona L.


Mission Statement: The mission of Park University, an entrepreneurial institution of learning, is to provide access to academic excellence, which will prepare learners to think critically, communicate effectively and engage in lifelong learning while serving a global community.

Vision Statement: Park University will be a renowned international leader in providing innovative educational opportunities for learners within the global society.

Course

MG 401 Senior Seminar in Management

Semester

S1T 2006 DLC

Faculty

Mata, Ramona L.

Title

Sr. Adjunct Instructor

Degrees/Certificates

M. A. Management
B. S. Human Resource Management
A.A.S. Instructor Technology

Office Location

San Antonio, Texas

Office Hours

Virtual Office

Daytime Phone

210-455-2759

Other Phone

609-346-3135

E-Mail

ramona.mata@park.edu

Class Days

TBA

Class Time

TBA

Prerequisites

Prerequisites: MG352 and EN306B or equivalent. It is strongly recommended that all major core courses be completed prior to enrolling in this course.

Credit Hours

3


Textbook:
Text:  Crafting and Executing Strategy Strategy, 14th edition (Concepts and Cases)
Author: Thompson, Strickland and Gamble
ISBN: 0-07-296221-6

Text Ordering:
http://direct.mbsbooks.com/park.htm

Textbooks can be purchased though the MBS bookstore

Textbooks can be purchased though the Parkville Bookstore


Course Description:
Consideration of managerial problems and/or policies. Topics include: the role of values and assumptions in administrative situations, especially their influence on administrators choices among possible ends and means; the skills, attributes and personal qualities that enhance effectiveness of responsible individuals as they work with others in organizations; and the determinants of organization and executive action.

Educational Philosophy:
This is the "capstone" course for the Management degree.  Students will be tasked with applying skills and knowlege acquired throughout the undergraduate degree program. This course will assist you in exploring additional resources and tools to make strategic management decisions.  You will apply previously learned concepts to include: Fianancial Management, Organization Behavior, Statistics and more to work through comprehensive case studies.  In addition, you will learn the value of working on team projects through various team case analysis assignments.  Weekly discussion questions will provide the opportunity to relate course readings to day-to-day activities.  Students will also complete a mid-term and a final examination.

  Instructor Learning Outcomes

  1. To develop students capacity to think strategically about a company, its present business position, its long term direction, its resources and competitive capabilities, the caliber of its present strategy, and its opportunities for gaining a sustainable competitive advantage
  2. To build students skills in conducting strategic analysis in a variety of industries and competitive situations and, especially, to provide them with a stronger understanding of the competitive challenges of a rapidly changing market environment.
  3. To give students hands-on experience in crafting business strategy, reasoning carefully about strategic options, using what if analysis to evaluate action alternatives, and making sound strategic decisions.
  4. To acquaint students with the managerial tasks associated with implementing and executing company strategies, drill them in the range of actions managers can take to promote competent strategy execution, and give them some confidence in being able to function effectively as part of a company
  5. To integrate the knowledge gained in earlier core courses in the business school curriculum, show students how the various pieces of the business puzzle fit together, and demonstrate why the different parts of a business need to be managed in strategic harmony.
  6. To develop students powers of managerial judgment, build their skills in assessing business risk, and improve their ability to create results-oriented action plans.
  7. To have students become more proficient in using personal computers and the World Wide Web to do managerial analysis and work.
Class Assessment:
Active participation in weekly course discussion.
1 Individual Project as assigned (Instructor will determin prior to the start of the term whether it will be a Leadership Report or an Individual Case Analyis).
Weekly homework assignments
Active participation in 3 team case analysis assignments
1 mid-term examination
1 final examination

Grading:
Assignment

Homework: 100 points  (Weeks 1-3, 5 & 6;5 @ 20 points)  
Report or Individual Case Analysis:  100 points-See Course Requirements (Week 7-1 @ 100 points)
Team Case Assignments  (3 @ 50 points) Week 2, 4, & 6
Exam 1: 150 points  (Week 4)
Exam 2: 200 points (Week 8-To be Proctored)
1 Review: 20 points (Week 7)
Class Discussion Participation: 80 points
(8 @10 points)

Late Submission of Course Materials:
Students who will be unable to meet the assignment deadline date should notify the instructor prior to that assigned due date.  Assignments submitted after the deadline date are subject to a 5 point deduction; and/or additional deductions at the discretion of the instructor.

Classroom Rules of Conduct:
Class participation is an important part of online coursework.  You will be required to actively participate in weekly discussion areas as well as providing feedback on team case analysis in the summary areas.  "Active" participation means you are required to provide your response to the discussion question.  A complete and well thought out answer will earn the student up to 7 points.   Students will earn the 3 additional points each week by responding to at least 3 other students.  The response should assist in developing concepts or asking additional questions.

Course Topic/Dates/Assignments:
Week 1: What is Strategy and Why is it Important?  The Managerial Process of Crafting and Executing Strategy

Readings: Read Chapters 1 and 2 and Lecture Notes/PPT Overview for week 1

Discussion Assignment: Please post your Introduction in the area titled, "Introductions". Post your responses to the questions in the Week 1 Discussion Area. You may provide any other comments you wish.

Team Case:  You will see a folder titled: "Team Case".  This provides you with the information for the first of three team case analyses.  Please read and review the information.  You should read the Starbucks case as assigned and coordinate with your team members to begin preparing the case.  ALL students are required to participate in the team case analyses.  Each PARTICIPATING team member will receive the same number of points awarded to the team for each case.  Non-participating students will receive 0 points.

Homework: Based on your responses to the questions posed in the Discussion Area, please answer the following three questions and submit them to the Dropbox by clicking on the Dropbox tab at the top of the course frame and choosing Week 1: Homework  (1) Write a new vision statement for your company. (2) Develop two new business strategies for your company; one strategic and one financial objective.

Week 2:
Updated Week 2 Agenda: Analyzing a Company's External Environment

Readings: Read Chapter 3 and continue reading and working on "Starbucks", page C-2.

Lecture Notes/PPT Overview for week 2

Homework: 1) What is your 'brief' response to each of the seven questions posed on pages 47 and 48 with respect to your company and the industry your company competes in?

Discussion Assignment: As you read the text chapter(s) for this week and review the Lecture Notes, think about your day-to-day activities as they relate to what you have read.  Provide the following information as it applies to your present company (if full time student, use the University or previous employment).

•         Briefly describe your company's industry.
•         Highlight three driving forces in the industry
•         How attractive is the future for your industry?

Team Case Assignment:  Your team captain must e-mail a copy of the completed case to me at ramona.mata@park.edu no later than midnight FRIDAY of Week 2.  Each student should visit the folder titled “Summary” and should post any feedback or comments on the Starbuck's case.


Week 3 : Analyzing a Company's Resources and Competitive Position and the Five Generic Competitive Strategies: Which One to Employ?

Readings: Read Chapters 4 and 5, and "Krispy Kreme Doughnuts", page C-245. Lecture Notes/PPT Overview for week 3
Discussion Assignment: As you read the text chapter(s) for this week and review the Lecture Notes, think about your day-to-day activities as they relate to what you have read.  Provide the following information as it applies to your present company (if full time student, use the University or previous employment).  

Who are your company's key rivals?

Is your company competitively stronger or weaker than your key rivals?  Why?
Homework:  (1) With respect to your company, answer the five questions on page 87. (2) Of the five generic competitive strategies, which one would you choose for your company and why (Fig. 5-1, page 116)?

Team Case:  You will see a folder titled: "Team Case".  This provides you with the information for the final team case analysis.  Please read and review the information.  You should read the Krispy Kreme case as assigned and coordinate with your team members to begin preparing the case.  ALL students are required to participate in the team case analyses.  Each PARTICIPATING team member will receive the same number of points awarded to the team for each case.  Non-participating students will receive 0 points.


Week 4:  Beyond Competitive Strategy: Other Important Strategy Choices

Readings: Read Chapter 6, and continue with "Krispy Kreme Doughnuts", page C-245.

Lecture Notes/PPT Overview for week 4

Discussion Assignment: As you read the text chapter(s) for this week and review the Lecture Notes, think about your day-to-day activities as they relate to what you have read.  Provide the following information as it applies to your present company (if full time student, use the University or previous employment).

What, if any, key business functions does your company outsource?  If it doesn't, what should your company outsource?

What are/would be the advantages of outsourcing?

Exam 1: Your midterm exam on Chapters 1-6 is in the file titled “Exam 1.”  Please complete and submit the exam within the allotted time frame.  PLEASE NOTE:  Students may enter the exam area one time.  You will have 3 hours to complete the questions on the test.  Read the case titled, Proctor and Gamble:  Organization 2005 and Beyond, which can be found on page C-534 of the text PRIOR to entering the exam.  You may use your book and any notes to take this test.  You will not be able to leave the exam and re-enter it without my permission.  Should you need more time or fail to submit the exam, please contact me immediately so that I can let you back in to complete it.

Homework: Your homework is your Midterm Exam

Team Case Assignment:  Your team captain must e-mail a copy of the completed case to me at ramona.mata@park.edu no later than midnight FRIDAY of Week 2.  Each student should visit the folder titled “Summary” and should post any feedback or comments on the Krispy Kreme case.


Week 5: Tailoring Strategy to Fit Specific Industry and Company Situations, and Diversification: Strategies for Managing a Group of businesses


Readings: Read Chapters 8 and 9, and "Harley Davidson", page C-376.

Lecture Notes/PPT Overview for week 5

Discussion Assignment: As you read the text chapter(s) for this week and review the Lecture Notes, think about your day-to-day activities as they relate to what you have read.  Provide the following information as it applies to your present company (if full time student, use the University or previous employment).

Based on the concepts in chapter 8, what position does your company have in the industry (leader, runner-up, also ran; strong, weak, or crisis ridden)?

What recommendations would you suggest to maintain or improve that situation?

Homework:  (1) Of the nine situations listed on page 203, what situation fits your particular company?  Describe in detail, the strategy you would recommend to effectively compete in the situation you selected. (2) Explain the difference between related and unrelated diversification. Which would you recommend for your company?

Team Case:  You will see a folder titled: "Team Case".  This provides you with the information for the final team case analysis.  Please read and review the information.  You should read the Harley Davidson case as assigned and coordinate with your team members to begin preparing the case.  ALL students are required to participate in the team case analyses.  Each PARTICIPATING team member will receive the same number of points awarded to the team for each case.  Non-participating students will receive 0 points.

Week 6: Tailoring Strategy to Fit Specific Industry and Company Situations, and Diversification: Strategies for Managing a Group of businesses

Readings: Read Chapters 10 and 11, and continue with “Harley Davidson” page C-376.

Lecture Notes/PPT Overview for week 6

Discussion Assignment: As you read the text chapter(s) for this week and review the Lecture Notes, think about your day-to-day activities as they relate to what you have read.  

Prepare an article review on business ethics.  Post your review in this discussion area.  The review should be one page and should provide three distinct paragraphs, discussing the following:

Para 1:  Who wrote it, where published, when and a brief overview

Para 2:  Highlight specific information

Para 3:  Provide your opinion on the material discussed

Homework: (1) Using Fig.10.1, page 302 as a guideline, what specific actions for each of the five areas of social responsibility would you initiate for your company (Explain in detail). (2) Discuss each of the considerations in Fig. 11.3, page 329 as they relate to your company and successful strategy execution.

Team Case Assignment:  Your team captain must e-mail a copy of the completed case to me at ramona.mata@park.edu no later than midnight FRIDAY of Week 6.  Each student should visit the folder titled “Summary” and should post any feedback or comments on Harley Davidson case.

Week 7: Managing Internal Operations
Readings: Read Chapter 12 and "Southwest Airlines", page C-636.
Lecture Notes/PPT Overview for week 7

Discussion Assignment: As you read the text chapter(s) for this week and review the Lecture Notes, think about your day-to-day activities as they relate to what you have read.  Provide the following information as it applies to your present company (if full time student, use the University or previous employment).

Describe a strategy supportive motivational practice in your company.

What type of programs/initiatives motivates you?

How does that impact the organization as a whole?

•         Individual Case Analysis: INDIVIDUAL case titled, Southwest Airlines, page C-636 of your text. This case analysis is in place of the Leadership Report.  You are NOT to do the Leadership Report!  This case analysis is NOT a Team assignment!  It must be completed and submitted to the Drop Box by the end of Week 7.  

Good luck, and let me know if you have any questions.  Your final case analysis should include a brief overview of the company, the answers to the questions, and strong recommended actions.  The paper should be presented as a case analysis and should reference any applicable sources.

Case Questions to be addressed in your analysis:
•         What three things impress you most about this company? Why do you think Southwest leads Fortune's list of the most admired airlines in the world?

•         What weaknesses or problems do you see at Southwest Airlines?

•         What grade would you give Southwest management for the job it has done in crafting the company's strategy? What is it that you like or dislike about the strategy? Does Southwest have a winning strategy?

•         What are the key policies and operating practices underlying Southwest's efforts to implement and execute its low-cost/no frills strategy?

•         How would you characterize the company's culture? What are its key elements? Is Southwest a strong culture company? Why or why not? What problems do you foresee in sustaining the culture, now that Herb Kelleher, the company's spiritual leader, is starting to take a backseat?

•         What grade would you give Southwest management for the job it has done in implementing and executing the company's strategy? What is it that you like or dislike about the strategy execution approaches at Southwest?

•         What additional actions should Southwest management take to grow the business and try to counter the reduced amount of passenger traffic in 2002? (Remember, stick to the book, not the current situation)

The company web page can be found by clicking on: Southwest Airlines

Homework: Your homework this week can be found in the folder titled “Review”.  Please complete this test review and submit to the drop box as soon as possible.  

This review serves as a study guide for the final examination.  The exam must be completed in the presence of your designated proctor during Week 8 of the term.  The test will only include information from Chapters 8-13.  Please DO NOT wait until the last minute to complete this study guide

Week 8: Corporate Culture and Leadership
Readings: Read Chapter 13
Lecture Notes/PPT Overview for week 8

Discussion Assignment: As you read the text chapter(s) for this week and review the Lecture Notes, think about your day-to-day activities as they relate to what you have read.  Provide the following information as it applies to your present company (if full time student, use the University or previous employment).

What steps do you take to ensure good strategy execution and operating excellence?

What impact has your leadership or that of your leader had on the area you work in and the organization as a whole?

How important is leadership in regard to strategy execution?

Final Exam: The second and final exam must be taken in person before the end of this week at one of the Park University sites around the country or at an alternative location approved by the college where Park University sites are not available. It will be the responsibility of the student to arrange for a proctor who will be accepted and approved by the instructor. Park University site administrators or adjunct faculty are preferred, but K-12 school officials or senior personnel at the place of employment are usually acceptable. For the proctored examination, photo identification is required. A proctor information form will be provided.

Please confirm you test date and time.  Ensure that your Proctor has your exam PRIOR to your test date and time.  

If you should arrive and find that your proctor does NOT have your test, contact me first vie email or phone.  If you are unable to contact me, please have your proctor contact Lorraine Bartholomeau at lbart@park.edu to obtain a copy of the final exam.  NOTE:  Only designated proctors as indicated in the Park Proctor system will be allowed to obtain a copy of the exam from Park University.

Remember, the exam is closed book/closed notes.  Please ensure that the exam is faxed or emailed upon completion.  I wish you the best of luck.

Academic Honesty:
Academic integrity is the foundation of the academic community. Because each student has the primary responsibility for being academically honest, students are advised to read and understand all sections of this policy relating to standards of conduct and academic life.   Park University 2005-2006 Undergraduate Catalog Page 85-87

Plagiarism:
Plagiarism involves the use of quotations without quotation marks, the use of quotations without indication of the source, the use of another's idea without acknowledging the source, the submission of a paper, laboratory report, project, or class assignment (any portion of such) prepared by another person, or incorrect paraphrasing. Park University 2005-2006 Undergraduate Catalog Page 85-87

Attendance Policy:
Instructors are required to maintain attendance records and to report absences via the online attendance reporting system.

  1. The instructor may excuse absences for valid reasons, but missed work must be made up within the semester/term of enrollment.
  2. Work missed through unexcused absences must also be made up within the semester/term of enrollment, but unexcused absences may carry further penalties.
  3. In the event of two consecutive weeks of unexcused absences in a semester/term of enrollment, the student will be administratively withdrawn, resulting in a grade of "WH".
  4. A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
  5. Students receiving Military Tuition Assistance or Veterans Administration educational benefits must not exceed three unexcused absences in the semester/term of enrollment. Excessive absences will be reported to the appropriate agency and may result in a monetary penalty to the student.
  6. Report of a "F" grade (attendance or academic) resulting from excessive absence for those students who are receiving financial assistance from agencies not mentioned in item 5 above will be reported to the appropriate agency.
ONLINE NOTE: An attendance report of "P" (present) will be recorded for students who have logged in to the Online classroom at least once during each week of the term. Recording of attendance is not equivalent to participation. Participation grades will be assigned by each instructor according to the criteria in the Grading Policy section of the syllabus.

Park University 2005-2006 Undergraduate Catalog Page 89

Park University 2005-2006 Undergraduate Catalog Page 89

Disability Guidelines:
Park University is committed to meeting the needs of all students that meet the criteria for special assistance. These guidelines are designed to supply directions to students concerning the information necessary to accomplish this goal. It is Park University's policy to comply fully with federal and state law, including Section 504 of the Rehabilitation Act of 1973 and the Americans with Disabilities Act of 1990, regarding students with disabilities. In the case of any inconsistency between these guidelines and federal and/or state law, the provisions of the law will apply. Park University is committed to meeting the needs of all learners that meet the criteria for special assistance. These guidelines are designed to supply directions to learners concerning the information necessary to accomplish this goal. It is Park University's policy to comply fully with federal and state law, including Section 504 of the Rehabilitation Act of 1973 and the American with Disabilities Act of 1990, regarding learners with disabilities and, to the extent of any inconsistency between these guidelines and federal and/or state law, the provisions of the law will apply. Additional information concerning Park University's policies and procedures related to disability can be found on the Park University web page: http://www.park.edu/disability .

Additional Information:


Attachments:
~$ 401 Core learning objectives.doc

Copyright:

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