4101 spring 2014 outline

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BA 361W BUSINESS POLICIES

TEMPLE UNIVERSITY

THE FOX SCHOOL OF BUSINESS AND MANAGEMENT

BA 4101: GLOBAL BUSINESS POLICIES

SECTION XXX, Spring 2014Meeting Days & Time: Meeting Place: Instructor:PROFESSOR RAJESWARARAO CHAGANTI

Office/hours: ALTER HALL A539ONE HOUR BEFORE CLASS MEETING ON WEDNESDAY OR BY APPOINTMENT

Contact info:chaganti@temple.edu215 204 5675

Course pre-requisitesAll lower and upper division core requirements must be successfully completed before registering for BA 4101.

BA4101: GLOBAL BUSINESS POLICIES

COURSE SYLLABUS

COURSE DESCRIPTION

Welcome to the capstone course of the undergraduate curriculum! The Undergraduate BBA PROGRAM LEARNING GOALS are as follows:

1. Understand critical business concepts

2. Apply critical thinking to business problems

3. Demonstrate effective oral and written communication

4. Understand the ethical, legal, and social responsibilities of individuals and organizations.

COURSE OBJECTIVES

The Business Policies course culminates your BBA program learning experience before graduation. The objective of this course is to introduce you to the role of the strategic manager, someone, such as a CEO, who is concerned with the problems of and responsible for the overall and long-term well-being of the organization, both business and not-for-profit. Provide you with the critical thinking skills necessary to function as a strategic manager or to perform the tasks comprising the strategic management process this is the primary objective of the course Integrate and apply the knowledge accumulated in functional areas, such as marketing, human resource management, operations, accounting and finance

Prepare you for management careers by providing in-class opportunities for you to communicate orally and in written formats, to lead and to work with others in realistic work settings

Expose you to the ethical and societal issues raised in operating an enterprise

To provide you with experience in dealing with real strategic decision issues facing managers in all types of organizations: business and not-for-profit; large and small; and domestic and multinational, primarily through the use of the case method

Prepare you for the real world of work in all its settings

DESIRED OUTCOMES

By the end of the semester, you can answer the following questions concerning a firm:

1. Based on the facts presented in a case and independent research, how well is the firm doing over time and relative to its peers?

2. Describe the firms strategy3. Based on the analysis of the firm and its industry, is the strategy appropriate? Explain the answer in detail.4. Recommend changes to the strategy to enhance, maintain or turnaround the performance of the firm

5. Based on the analysis of the firms organizational structure, culture, systems and processes, examine in detail the way the strategy is implemented.

6. Recommend changes to the implementation of the strategy to enhance, maintain or turnaround the performance of the firmAlso, you must be able to:

Prepare clear and concise written business reports with appropriate content, substance and documentation;

Deliver polished multi-media business presentations to executives in a professional manner;

Articulate, discuss and defend your ideas and proposals in a professional manner;

Develop teamwork, leadership and diversity skills through group projects and class discussions.REQUIRED COURSE MATERIAL

[HBSP] Cases and some specific readings are available online at a discount from Harvard Business School Publishing:

Coursepack link: https://cb.hbsp.harvard.edu/cbmp/access/24460542 [BB] Black Board Readings: Any other readings assigned by your instructor will be posted at the Blackboard of the section in which you are enrolled. Useful online resources: quickmba.com, netmba.com, and investopedia.com.Suggested Readings:It is strongly recommended, but not required, that you read and subscribe to at least one business publication. The following business publications are available at the Temple libraries or via short-term subscription (see your instructor): The Wall Street JournalBusiness Week

Fortune

Forbes

The New York TimesThe EconomistGRADING A students grade in the course will be based on performance in several activities and efforts. The weight for each is given in below:

Attendance, preparation, class participation, and attitude 25%

Assignment and event participation on EMC Case 5%

In-class finance test: 5%Individual conceptual test 5%

One memo to management (individual written memo):20%

Two in-class group presentations20%

Final memo (TBA) to management (individual written memo): 20%ALL100%TENTATIVE COURSE SCHEDULE

Unless otherwise noted, all readings are in the required course pack or are on the course website for the semester. Each week you need to be prepared to discuss the assigned readingsWeek 1Jan 20Course Introduction and OverviewFor Groups for Case Presentations

Week 2Jan 27Strategy, Resources, and Performance

Read:

What is strategy? Porter [BB]

Learning by the Case Method [HBSP] 1 Unstructured Case: CoolBurst [BB]Assignment:

Be prepared to discuss the following questions:

1. How is the firm doing relative to its performance over time and in relation to its peers?

2. What aspects of the industry in which the firm is doing business are helping and hurting the firm performance?

3. Going forward, what aspects of the industry might help or hurt firm performance?

4. What aspects of the firm itself its strategy, structure, people, management systems, and culture are helping and hurting the firm performance?

5. All things considered internal and external aspects of the firm what are key issues facing the management of the firm?

6. Outline two or three options to resolve the issues facing the management. And, examine each option keeping in mind the following: the changes that are occurring in the industry; internal conditions of the firm; any other factors that you consider as relevant; and pros and cons of each in terms of the extent of changes and risks involved vs. pay-offs

7. Finally, make a recommendation with comments on how you may roll out the recommendation

Week 3Feb 3Organization Performance

Read:

An Overview of financial statement analysis Darden Allen and Simko [HBSP] 2The Balanced Scorecard: Measures that Drive Performance Kaplan and Norton [BB]How to Read a Financial Report Merrill Lynch [BB]Read:

Types of strategy: Which strategy fits your business? HBSP Chapter [HBSP] 3Creating competitive advantage Ghemawat and Rivkin [HBSP] 4Core competence of the corporation Prahalad and Hamel [BB]Competing on Resources Collis and Montgomery [BB]

Assignment:Select one of the following firms: Coca-Cola, Pepsi Cola, or McDonald.

Research performance of the firm with focus on: How is the firm doing over time (last five years)?

Be prepared to discuss core financial concepts And, findings of you research

Week 4Feb 10Strategy and PerformanceRead: The Five Competitive Forces That Shape Strategy - Porter [BB]Read: Samsung Electronics [HBSP] 5Focus on the following question:1. How is the firm doing relative to its performance over time and in relation to its peers?

2. What aspects of the industry in which the firm is doing business are helping and hurting the firm performance?

3. Going forward, what aspects of the industry might help or hurt firm performance?

4. All things considered internal and external aspects of the firm what are key issues facing the management of the firm?

Remember to bring your calculator to the class. Youare allowed tobring aone sheet (two sides) of notes to the test

Week 5Feb 17Strategy and PerformanceRe-Read: Samsung [HBSP] 5Assignment: Focus on the following questions:1. What aspects of the firm itself its strategy, structure, people, management systems, and culture are helping and hurting the firm performance?

2. All things considered internal and external aspects of the firm what are key issues facing the management of the firm?

*** In-class test on firm performance

Week 6Feb 24Strategy and Performance Read and Prepare: EMC project. Details will followRead:

From competitive advantage to corporate strategy Porter [BB]Creating corporate advantage Collis and Montgomery [BB]Note on organization structure Nohria [HBSP] 6What is an organizations culture Christensen [HBSP] 7When to Ally & When to Acquire Dyer, Kale, Singh [BB]

Read: Apple Inc. in 2010 [HBSP] 8Questions case analysis:1. How is the firm doing relative to its performance over time and in relation to its peers?

2. What aspects of the industry in which the firm is doing business are helping and hurting the firm performance?3. Going forward, what aspects of the industry might help or hurt firm performance?

4. What aspects of the firm itself its strategy, structure, people, management systems, and culture are helping and hurting the firm performance?

5. All things considered internal and external aspects of the firm what are key issues facing the management of the firm?

6. Outline two or three options to resolve the issues facing the management. And, examine each option keeping in mind the following: the changes that are occurring in the industry; internal conditions of the firm; any other factors that you consider as relevant; and pros and cons of each in terms of the extent of