PREREQUISITES
Students must be seniors in the final semester before graduation and must have successfully completed the Upper Division Core.

REQUIRED TEXT
Strategic Management and Business Policy, 6th edition, by Thomas L. Wheelen and J. David Hunger, Addison-Wesley, 1998.
http://websolvers.com/wheelen  (Textbook website)

PURPOSE AND OBJECTIVES
The purpose of the course is to integrate previous studies in the functional areas of business into a general consideration of corporate purpose and strategy in both domestic and international contexts. The objectives of the course are:

1. To create an awareness of the importance of strategic management as a cornerstone of success in today’s global environment.

2. To develop the ability to describe, evaluate, and recommend business strategies.

3. To relate the functional areas of business to the needs of the organization as a whole.

4. To enhance analytical and problem-solving abilities in an unstructured and uncertain environment typical of the working world.

5. To enhance strategic decision-making capabilities, at both the individual and group levels.

6. To foster written and oral professional communication skills.

7. To develop a deeper understanding of management as a profession and the impact of personal goals, values, ethics, and attitudes on business behavior.

METHOD OF INSTRUCTION
The course will be conducted through case analyses, discussions, lectures, a role-play simulation, and strategic management research reports. Case Analyses will place students in the position of managers who are responsibility for strategic management planning and implementation. Lectures will elaborate on basic issues in the field to ensure a breadth of understanding. Discussions and Reading Assignments will offer more specific insights into particular areas of strategic management. The Role-Play Simulation will put students in the shoes of two entrepreneurial companies who are negotiating a strategic partnership. The Strategic Management Team Research Paper will serve as the capstone of this course, calling on students to integrate course material in order to analyze environmental as well as firm-specific factors, and to evaluate the firm's strategic management performance.
 
 

ASSIGNMENTS AND DUE DATES Participation                                                    Every class Test 1                                                              October 3  Test 2                                                              November 2 Test 3                                                              December 14 Peer Evaluations                                             December 12

TEAM ASSIGNMENTS Strategic Management Team Research Paper  Dec. 7  Research Paper Presentation                          Nov.  28, 30, Dec. 5, or 7

  Assignments are due at the beginning of a class period. Assignments will be accepted up to one week late, but will be penalized one letter grade. If you are unable to attend class on any date when an assignment is due, please turn it in before class, or fax your work to Dr. Nielsen at (410) 837-5675 before class time.

COURSE GRADE EVALUATION CRITERIA
 

Participation in Class and Case Discussions	20%
Test 1	15%
Test 2	15%
Test 3	15%
Strategic Management Team Research Project  Strategic Management Paper (20%)  Class Presentation (5%)	25%
Peer Evaluation on Research Project Contributions	10%

 

  CLASS PARTICIPATION
Participation in all class sessions is essential for the student to understand key concepts and to demonstrate mastery of the course material. Please note that attendance during both presentation dates for the Strategic Management Team Research Project is required. These contributions will be reflected in your participation grade.  Your contributions to case analyses and participation in class discussions will be a major component of your participation grade. 

Students will be drawn into in-depth analyses of real case examples from a variety of industries. Each student will be challenged to make significant decisions that will affect the strategic interests of the firms under review. Students will exercise their abilities to apply what they have learned in a proactive process. 

Participation in case discussions should follow the guidelines summarized below:

     - Students contribute to the discussion by raising points that improve the level of understanding of the situation being analyzed 
     - Students listen carefully in order to understand the comments of others 
     - Students are open to various points of view, recognizing there are no "right" or "wrong" answers (...although there may be "better" and "worse" solutions...) 
     - Each student will analyze his or her own approach based on a comparison of the approaches presented by his or her classmates

"THE MARRIAGE OF TWO CULTURES" NEGOTIATION SIMULATION

A simulation is planned during the first half of the semester. "The Marriage of Two Cultures" will involve you in an actual negotiation session that took place in Kuala Lumpur. The experiential technique provides a means of understanding underlying value systems and major concepts that can not be learned through the more passive lecture technique. 
 

"THE STRATEGIC MANAGEMENT TEAM RESEARCH PROJECT:
A DESCRIPTION OF THE CAPSTONE PROJECT FOR THIS COURSE 

Student teams will describe and analyze the strategic management process of a local area firm, including the following components of a Strategic Audit: 

1. Current Situation
2. Corporate Governance
3. External Environment (Both Societal and Industry Analysis)
4. Internal Environment
5. Analysis of Strategic Factors
6. Alternatives and Recommendations
7. Implementation
8. Evaluation and Control

Each team will have the opportunity to work with a "mentor" from a Maryland firm who will be available to answer questions, and to provide information and/or interviews. The chosen firm can be large or small, and information compiled can be from both primary and secondary sources. The report should illustrate applications of some of the major tools demonstrated during the semester, such as the EFAS, IFAS, SFAS Tables, Porter's Industry Analysis, and the Strategic Audit. This research paper has a maximum length of 15 pages, but appendices, tables, and figures can be added as appendices. The text should be single-spaced, 10-12 characters per inch, with one-inch margins.  Be sure to number pages. References must be cited in the paper using footnotes or endnotes. A bibliography should be included. Website references are valuable, but the reference list should not be exclusively comprised of websites. Interviews should be cited, and included in the bibliography.
 

STRATEGIC MANAGEMENT PAPER PRESENTATIONS
Each team will present a summary of its research work during one class session. Teams are encouraged to use audio-visual, and other graphic aids to enliven their presentations. Tables, graphs, and figures should be used for concise presentation of comparative data. Guest speakers from the companies with which teams have worked will be encouraged to participate. Presentations are not expected to exceed 30 minutes; however, the addition of a guest speaker could increase the presentation period. Presentations will be scheduled in advance. Presentations will be evaluated by your classmates.
 

PEER EVALUATION
Each student will be evaluated by his or her team members in a confidential report provided to Dr. Nielsen.  These evaluations are to be signed and submitted to the professor in a sealed envelope on December 7.  (Submissions by e-mail will not be accepted.)  Each student will be rated by their peers on the following criteria: a) Amount of work done; b) Intellectual contribution; c) Reliability; and d) Group relations.  Each factor for each team member should be considered separately.  Then, a numerical evaluation should be assigned based on a scale of 0 to 10 (nil contribution to outstanding) on the basis of your evaluation of each team member.  A paragraph or two of explanation for the grade assigned should be submitted for each team member evaluated.  General guidelines for peer evaluations are provided below. 
Four factors should be considered separately for each team member: 

1.  Amount of work done: interviews, meetings attended, research and analyses, report writing, typing, editing, etc. 

2.  Intellectual contribution: ideas, provocative suggestions, sage advice, useful devil's advocacy, etc. 

3.  Reliability: the team member's performance at meeting deadlines, attendance at meetings, delivery of work promised, etc. 

4.  Group relations: leadership supplied, constructive actions vs. disruptive behavior, assistance provided to teammates, etc. 

The following guidelines should apply: 

1.  Identical evaluations of all team members are unlikely.  Please do not avoid the responsibility of this procedure. 

2.  Very high and very low evaluations should be given extra substantiation in writing. 

The degree to which these evaluations will be reflected in the grades assigned by the professor will depend upon the quality of the substantiation evidence. 
 

GENERAL NOTES

1. The MGMT 475 course schedule is subject to change based on the availability of guest speakers and other factors. Dr. Nielsen will communicate any changes during class time, or through e-mail to you. Please check for such messages regularly. 

2. Students should bring their textbooks to all classes. 

3. Do not leave assignments in Dr. Nielsen's mailbox. Assignments should be handed in during class directly to Dr. Nielsen. 

4. Students are encouraged to keep a copy of all work turned in. You may wish to have a copy to guide your remarks during class discussions. Misplaced work or lost work is the responsibility of the student to replace.
 

UNIVERSITY OF BALTIMORE ACADEMIC INTEGRITY POLICY
Students have the responsibility to encourage and support an atmosphere of academic honesty. To encourage honest and reasonable use of sources, students are expected to utilize appropriate methods of documentation for written work. Students are to recognize that faculty considering written materials will assume such utilization. Students are to do their won work and to make all reasonable efforts to prevent the occurrence of academic dishonesty. They are to set an example to other students be refraining from acts of cheating, plagiarism, or other violations of the Academic Integrity Policy.

Course Schedule

Date	Assignments Due	Topics
Aug 31		Introductions and Course Overview  The Tower Exercise Preparations- Teams Meet
Sept 5	• Read Chapt. 1	The Tower Exercise and Bebriefing
Sept 7	• Read Chapt. 2 • Prepare Case #1 for class discussion: "The Recalcitrant Director" at Byte, Inc."	Corporate Governance and Social Responsibility "The Recalcitrant Director" at Byte, Inc." Case Discussion
Sept 12	• Read Chapt. 3 • Read the Strategic Practice Exercise, p. 78-79	Environmental Scanning and Industry Analysis Tool:  Porter's Industry Analysis
Sept14	• Prepare Case #10 for class discussion: "Celestial Seasonings, Inc."	"Celestial Seasonings, Inc." Case Discussion Tools: Industry Matrix, EFAS Table, Porter's Industry Analysis
Sept 19	• Read Chapt. 4  • Prepare Case #8 for class discussion: "Ben & Jerry's Homemade, Inc.: "Yo! I'm Your CEO!"	Internal Scanning/Audit: Organizational Analysis "Ben & Jerry's Homemade, Inc." Case Discussion Tool: IFAS Table
Sept 21	• Read Chapt. 14, and Appendices 14.A, B, C	Suggestions for Case Analysis: Researching the Case Situation Library and Electronic Resources for the Strategic Audit
Sept 26	• Read Chapts. 5 & 6.	Strategy Formulation:  •Situation Analysis & Business Strategy •Corporate Strategy
Sept 28	• Prepare Case #21 for class discussion: "Reebok International, Ltd. (1995): The Nike Challenge"	"Reebok International" Case Discussion Tools: SFAS Table, TOWS Matrix,BCG Growth-Share Matrix
Oct 3	• Prepare for TEST 1	Test 1 during class period.
Oct 5	• Read Chapts. 7 & 8	Strategy Formulation (Continued):  • Functional Strategy & Strategic    Choice Strategy Implementation: Organizing for Action
Oct 10	• Prepare Case #17 for class discussion: "Harley-Davidson, Inc. (1995): A Waiting List for New Motorcycles	"Harley-Davidson" Case Discussion
Oct 12	• Read Chapt. 9 • Bring in article featuring a successful business leader	Leadership in Strategic Management Strategy Implementation: Staffing & Directing
Oct 17	• Read Chapt. 10	Evaluation & Control
Oct 19	• Read Chapt. 11	Strategic Issues in Managing Technology and Innovation
Oct 24	• Prepare for Case #11 for class discussion: Microsoft Corporation: First Twenty Years"	"Microsoft" Case Discussion
Oct 26	• Read Chapt. 12	Strategic Issues in Entrepreneurial Ventures and Small Businesses
Oct. 31	• Strategic Management Teams Meet	No Class
Nov 2	• Prepare for TEST 2	Test 2 during class period
Nov 7	• Strategic Management Teams meet	No class meeting.
Nov 9	• Read "Marriage of Two Cultures" Case  (Handed out in class)	Preparations for "Marriage of Two Cultures" negotiating session begin.
Nov 14	• Prepare for negotiation session Bring answers to case questions to class	Teams meet to plan negotiating strategies. Summaries handed in before class ends.
Nov 16	• Prepare for negotiation session	"Marriage of Two Cultures" Negotiating Session
Nov 21	• Prepare negotiation evaluation and bring to class	Debriefing: Discussion of the Negotiation Process and Results
Nov 23	• Prepare Turkey or Vegetarian substitute	Enjoy a Happy Thanksgiving!
Nov 28	• Strategic Management Team Presentations Begin	Strategic Management Research Presentations begin
Nov 30	• Strategic Management Team Presentations	Strategic Management Research Presentations
Dec 5	• Strategic Management Team Presentations	Strategic Management Research Presentations
Dec 7	• Strategic Management Research Papers Due	Strategic Management Research Presentations end
Dec 12	• Peer Evaluations Due • Bring review questions to class	Course in Review Class
Dec 14	• Prepare for TEST 3	Test 3 during final exam period

PREPARATIONS FOR CASE DISCUSSIONS 
For cases drawn from your textbook, please consider how you would answer the following priority questions: 

Case 1: The Recalcitrant Director 
If you were one of the ten members, how would you have initially voted for the proposal? What would your vote be after the recess in the meeting? Why?

Should the Byte executives tell the town administrators, and the potential employees that this is a temporary plant for three years?

What impact does a plant closing have on a small town like Plainville? What impact does the closing have on the employees?

Can you suggest any compromise for the present impasse?

If you were Elliott, would you call for a vote on your proposal or postpone the vote until next meeting?
 

Case 10: Celestial Seasonings, Inc.

Assess the external factors that are having a major impact on Celestial Seasonings.

Specifically describe the industry forces that are having a major impact on Celestial Seasonings.

What are the major opportunities and threats facing the company's future health?

What are the strategic issues facing the management team?

What alternatives are open to Celestial Seasonings in confronting the key issue or issues you identified in the previous question?

What is your recommended plan of action, and how would you implement it?

Prepare an EFAS Table for Celestial Seasonings. Bring the Table and Total Weighted Score with you to class.
 
 

Case 8: Ben & Jerry's Homemade, Inc.

What are the strengths and weaknesses of Ben & Jerry's?

What can Robert Holland do his first year as CEO to turn Ben & Jerry's around?

Why did Ben & Jerry's pay so little attention to the strategic choice of exporting ice cream?

Discuss the industry analysis of super premium ice cream in the U.S.

What do you think of the "Yo! I'm Your CEO!" Contest?

Can Ben & Jerry's management with limited resources effectively compete with Haagen-Dazs, whose parent company, Pillsbury Company, has deep pockets?

Prepare an IFAS Table For Ben & Jerry's. Bring the Table and Total Weighted Score with you to class.
 

Case 21: Reebok International, Ltd.

What are the threats and opportunities facing Reebok?

What are the strengths and weaknesses of Reebok?

Describe Reebok's strategic factors.

What is the impact of executive turnover on this company?

What impact does international division sales have on overall corporate sales?

What does Paul Firemand do to replace Nike as number one in three to five years? (Be specific.)
 

Case 17: Harley-Davidson, Inc.

Describe the organization structure at Harely-Davidson.

Prepare an SFAS Table for Harley-Davidson. Bring the Table and Total 
Weighted Score with you to class. Be prepared to defend your score.
 
 

Case 11: Microsoft Corporation: First Twenty Years

Discuss Bill Gates leadership style.

Describe Microsoft's corporate culture.

Why was Windows 95 the most successful introduction of a new product?

Why did Gates change his strategies on Internet alliances?

Would you buy stock in Microsoft? Why or why not?