About the Course: This course is considered the capstone course of the MBA/MAc program. As such, emphasis is placed on your ability to integrate what you have learned in your management, marketing, finance, economics and accounting courses into a business decision making construct. A very important part of the course is the capstone project in which you will be assigned for critical analysis a well known company selected by your professors. This capstone project will be a team project in which the team will be required to research the company and make oral and written reports that should integrate successful business principles that you have learned throughout your graduate program. These concepts should be brought together successfully in the capstone project. The course is equally divided into qualitative and quantitative concepts and is taught by two professors. In order for one to do well in this course, s(he) must satisfy the requirements of both professors because the qualitative and quantitative sections carry equal weight in the grading system.
COURSE NUMBER & TITLE: Management 790, Strategic Management & Business Policy
COURSE DESCRIPTION: An advanced case study, integrating marketing, management, and finance, of selected problems encountered in the management of typical organizations engaged in the production of goods and services. Problem analysis and decision-making skills are emphasized in the context of the existing international environment.
COURSE PREREQUISITES: Graduate standing. Students must be in the last semester of study in the MBA or MAc program before registering for this course.
INSTRUCTORS: Dr. Mary
Dr. Robert L. Putman
OFFICE: Room 131 BA Bldg 229B BA Bldg
TELEPHONE: 901-587-7331 901-587-7305; 901-352-5797
E-MAIL: email@example.com firstname.lastname@example.org
OFFICE HOURS: Tu, Th 9:00-11:00; Tu, Th 9:00-11:00; Tu,Th 2:15-5:15
Tu, Th 2:15- 5:15 Other hours by appointment
1)Wright, Peter, Kroll, Mark J., & Parnell, John. 1998. Strategic Management: Concepts and Cases. Upper Saddle River, N.J.: Prentice Hall.
2) Andrew, Joseph D., May, Claire B. and Gordon S., Effective Writing for Finance People. Upper Saddle River, N.J.: Prentice Hall.
Other Reference Materials: The student should have availability to one or two good undergraduate texts to use for reference during the initial class periods; (1) a Principles of Management and Organization text and (2) a Financial Accounting and Reporting text and (3) an Organization Theory and Behavior or Organization Design text.
COURSE OBJECTIVES: This course is intended to provide the student with insight into theoretical constructs for contemporary strategic management. Included in this are (1) evaluation of internal and external conditions and forces impacting business organizations, (2) development of strategic, business level operational, and functional strategies appropriate for these environmental conditions, and (3) implementation strategies and practices, including evaluation and control of the organization. In working to accomplish these objectives, it is intended that the student will develop an understanding and appreciation of the importance of the integration of finance, economics and accounting with strategic management and marketing concepts in order to attain organization success.
Additional course learning objectives are:
1. to develop and utilize analytical abilities needed for strategic
decision-making, including conceptual abilities as well as quantitative
2. to re-examine, integrate, and apply previous course material within the context of the strategic management concept.
3. to enhance skills in communicating ideas and conclusions, verbally, and in written form.
4. and, to develop and/or enhance skills in leading class discussions, both of theoretical constructs as well as case analysis situations.
1. Attendance: Students are required to attend and participate in all scheduled class activities. Your participation is expected in each class. Excused absences will be at the discretion of your instructor.
2. Discussion Leader: You will be responsible for leading the discussion of one of the outside readings listed in Appendix A. Your grade on this portion of the course will be determined primarily by your ability to involve other class members in the discussion. Limit your discussion of your article to 15 minutes, and allow for a few minutes afterward for questions and general discussion by other class members.
3. Individual Case reports: Individual case reports based on business problems are required. Students are responsible for preparing and submitting all written assignments in a professional manner. This includes both (1) content and (2) appearance. With respect to content, both breadth and depth of analysis are major components of case grades. With respect to appearance, all written work is expected to be error-free, logically and well-organized, and coherent. Avoid rambling discussion and verbosity. Consider your written work as "Reports to Management," such as you might submit to a client if a management consultant, or your employer who assigned you responsibility for a complete staff report. You should not plagerize in any form or fashion in your written assignments. In the past your professors have returned written cases to students with zero grades when plagerism is evident. Your case assignments will be made during the progression of the course to allow sufficient time for completion and submission.
Written work is due when announced. Late papers will be marked down one letter grade per class period late.
4. Capstone Project: This is designed as a culminating experience and will require oral and written presentation by teams. This project will be prepared according to guidelines presented in the initial class meeting and is due at the conclusion of the last regular class meeting which is the week before final exams. The oral presentation will be given during the last class. Since this is a team project, each team member must be a part of the oral presentation.
Grades are based on a point system as follows:
Dr. Lemons Dr. Putman
Class Participation 50 points 50 points
Individual case 100 points 50 points
Discussion Leader 50 points
Group Project 100 points 100 points
Group Project presentation 25 points 25 points
Total points possible 275 points 275 points
Your points earned will be converted to 100% scale and your letter grade awarded as follows.
90-100% = A, 80-89% = B, 70-79% = C, 60-69% = D, 59% or below = F
Additional Information - Capstone Project:
There will be teams established during your first session with Dr. Lemons. Each team will then be assigned a company as their project. The team will be responsible for researching and analyzing their company as to various successes and failures in attaining its objectives. You should begin working on your project immediately following your first class meeting and continue to work in teams on the project throughout the semester. A written report will be prepared and submitted to your instructor at the close of your last regular class meeting. You will need to submit a copy to each professor and a third copy for the graduate office records. The team will also present an oral report that night which will involve each team member. The oral presentation should last from 40-45 minutes for each team. Each team member will receive the same grade on the written report (100 of the total 125 points), so it is imperative that you work together and successfully integrate your part of the report.
TENTATIVE CLASS SCHEDULE:
Session Topic References, Outside Readings, & Assgn
Qualitative: Dr. Lemons
1 Introduction Chapter 1 Wright Text
2 Macroenvironment Chapter 2 " "
3 Industry environment Chapter 3 " "
4 Corporate strategy formulation Chapters 4 & 5; Saturn Case Due
Goals, Mission Statement
Quantitative: Dr. Putman
Financial Statement Analysis
Handout on Financial
Financial Statements Review Supplementary Financial Management
Individual Case Assignment Accounting publications and texts
Financial Statement Analysis Text pp. 178, 179
of Case(Financial) Article Discussion:
Circuit City Stores, Inc. I.1 Discussion Leader
C-102-C-114 I.2 Discussion Leader
I.3 Discussion Leader
General Discussion I.4 Discussion Leader
I.5 Discussion Leader
I.6 Discussion Leader
Quality Management, Text
pp. 135-148, 177, 268-269
Value Chains, Text pp. 155-168
Process Value Analysis
Activity Based Management Handout
Business Unit Niches Article Discussion:
II.1 Discussion Leader
II.2 D iscussion Leader
II.3 Discussion Leader
II.4 Discussion Leader
II.5 Discussion Leader
II.6 Discussion Leader
II.7 Discussion Leader
II.8 Discussion Leader
Financial Analysis: Individual Case Due
Asset Management and Organization Control
Text pp. 170-176; 259-275
III.1 Discussion Leader
III.2 Discussion Leader
III.3 Discussion Leader
III.4 Discussion Leader
III. 5 Discussion Leader
III.6 Discussion Leader
III.7 Discussion Leader
III. 8 Discussion Leader
III.9 Discussion Leader
Qualitative: Dr. Lemons
Chapter 11, Wright Text
13 Culture and leadership Chapter 9, Wright Text
14 Social Responsibility, Ethics
15 Dr. Lemons and Dr. Putman Capstone Case Presentations
Reading List for Management 790
I. Financial Analysis and Cash Flows
1. Giacomino, Don E. and David E. Mielke, "Cash Flows: Another Approach to Ratio Analysis," Journal of Accountancy, March 1993, pp 55-58.
2. Lander, Gerald H. and Mohamed E Bayou, "Does Roi Apply to Robotics Factories?" Management Accounting, May 1992.
3. Morris, Richard, "Predicting Failure: A Failure in Prediction?" Accountancy, December 1997; pp 104-105.
4. Largay, III, James A. and Clyde P. Stickney, "Cash Flows, Ratio Analysis and the W.T. Grant Company Bankruptcy, " Financial Analysts Journal, July-August 1980: pp 51-54..
5. Zarowin, Stanley, "Finance's Future: Challenge or Threat?" Journal of Accountancy, April 1997, pp 38-42.
6. Royal Weld, "Shifting Harley Into High Gear," Journal of Accountancy, April 1998, pp 38-40.
II. Competitive Strategies
1. McLemore, Ivy, "6 New Standards for Benchmarking," Controller Magazine, Vol 4, Iss 6, June 1998, pp 71-73.
2. Beischel, Mark E., "Improving Production With Process Value Analysis," Journal of Accountancy, September 1990, pp 53, 55, 57.
3. Borthick, A. Faye and Harold P. Roth, "Will Europeans Buy Your Company's Products?" Management Accounting, July 1992.
4. Kulesza, C.S., and Gary Siegel, "It's Not Your Father's Management Accounting," Management Accounting, May 1997: pp 56-59..
5. Mac Arthur, John B., "From
Activity-Based Costing to Throughput Accounting,"
Management Accounting, April 1996, pp 30, 34, 36-38.
6. McCarthy, Chris., "Using Technology as a Competitive Tool." Management Accounting, January 1998, pp. 28-33.
7. Krumwiede, Kip R., "ABC: Why it's Tried and How it Succeeds," Managment Accounting, April 1998: pp 32-34.
8. Elmuti, Dean, "The Benchmarking Process: Assessing its Value and Limitations," Industrial Management, July-August 1997, pp 12-19.
III. Asset Management and Organization Control
1. Cheatham, Carole, "Updating Standard Cost Systems," Journal of Accountancy, December 1990; pp 57-60.
2. Rust, Kathleen, "Measuring the Costs of Quality," Management Accounting, August 1995: pp 33-37.
3. Ferrara, William L.,"Cost/Management
Accounting: The 21st Century Paradigm,"
Management Accounting, December 1995, pp 30-34,36.
4. Meyer, Christopher., "How the Right Measures Help Teams Excel." Harvard Business Review." May-June 1994, pp. 95-103..
5. Constantinides, Kim and John K. Shank, "Matching Accounting to Strategy: One Mill's Experience," Management Accounting, September 1994, pp 57-60.
6. Camp, Roger A., "Multidimensional Break-Even Analysis," Journal of Accountancy, January, 1987, pp 132-133.
7. Stivers, Bonnie P., Joyce Covin, et al; "How Nonfinancial Performance Measures Are Used," Management Accounting, February 1998; pp 44, 46-49.
8. Koelhler, Robert W., "Triple Threat Strategy Firms Need Direct Costing and Contribution Approaches as Well as ABC," Management Accounting, October 1991.
9. Rajagopalan, Sampath, "Capacity Expansion and Replacement in Growing Markets with Uncertain Technological Breakthroughs," Management Science, January 1998, pp 12-30.
Last Updated January 7, 1999 by Robert L. Putman