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Social and Political Environment of Business (BA 4305-002

)
Instructor: L´ Mark´czy ıvia o Office: 4.206 Phone: 972-883-4828 e-mail: livia.markoczy@utdallas.edu Office hours: By appointment Course Web-site is on WebCT Fall, 2005

Course description
The Social and Political Environment of Business course is a capstone course aiming to integrate what you have learned in other classes, including finance, accounting, operations, MIS, marketing, and organizational behavior and use this knowledge to study the strategic management of the firm as well as the responsibilities of a general manager. The approach of the class is practical and problem oriented. The major part of the course will involve applying concepts, analytic frameworks, and intuition to the strategic issues that real-world companies face. These issues are presented in case studies and in the form of a several round simulations exercise. For the class to work well – and for you to benefit from it – attendance and preparation for each class meeting is essential.

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Course Requirements
This course requires extensive readings, active discussions, and diligent attention to the exercises. Each student will be expected to spend an average of 4 hours a week on this course in addition to class time. This is particularly true during the first weeks of the class. If a student cannot commit this amount of time and effort on this course, he or she must realize that it may be very difficult to earn a good grade. Failure to fully prepare for class is also a detriment to one’s fellow students. It is the student’s responsibility to thoroughly read the syllabus, fully understand all the requirements, and keep track of all the important dates in order to be succeed.

Assessment
Grade will be determined as follows: Individual exams Individual written assignments Group simulation Class participation 40% 30% 20% 10%

See details of grading an evaluations in the appendicies.

Texts
The required texts of the course are • John A. Pearce and Richard B. Robinson (2005): Formulation, implementation and control of competitive strategy. Ninth edition. McGraw Hill, ISBN 0-07-294688 • Capstone Business Simulation Management Simulation Inc. • Additionally, there is a reader for the course that contains the cases. The reader can be purchased at the following web-site: http://www.hbsp.com/relay.jhtml?name=cp&c=c42231 Course ID: c42231 Autumn 2005 Page 2 of 12

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Session 1 : August 23: Introduction
Lecture: Introduction to the course. Introduction of the Capstone Simulation Exercise. Simulation Exercise: Group formation & Situation analysis

Session 2 : August 30: Strategic Management: An overview
In class exercises (these will be handed out in class) • Carter racing exercise • Moon landing exercise Lecture: An overview of Strategic Management. Biases in decision making. Reading: Pearce and Robinson: Chapter 1 Simulation Exercise: Introductory lesson homework due

Session 3 : September 6: The mission statements & social responsibility
In class exercises (these will be handed out in class) • Panalba exercise • Create a mission statement for Caribou Coffee Lecture: Defining the company’s mission statement and social responsibility Reading: Pearce and Robinson: Chapter 2 Simulation Exercise: Trial round 1 due prior to class. Feedback on trial round 1 will be given in class Autumn 2005 Page 3 of 12

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Session 4 : September 13: External environment
Case for class discussion and exercise: • Hitting the Wall • Role playing global chemical stakeholder’s interest and power (instructions for this exercise will be given in class) Lecture: External environment. Game theoretical reasoning. Reading: Pearce and Robinson: Chapter 3 Simulation Exercise: Trial round 2 due prior to class. Feedback trial round 2 will be given in class

Session 5 : September 20: Global environment
Cases for class discussion: • Video Game Industry: Power Play A • Bitter Competition: The Holland Sweetener Co vs NutraSweet (A) Lecture: Global environment Reading: Pearce and Robinson: Chapter 4 Simulation Exercise: Formal round 1 due prior to class. Feedback on Formal Round 1 will be given in class

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Session 6 : September 27: Internal analysis
Cases for class discussion: • The Strategies Required in the Global Marketplace (video) • Procter and Gamble Europe: Vizir Launch Lecture: Internal analysis Reading: Pearce and Robinson: Chapter 5 Simulation Exercise: Formal round 2 due prior to class. Feedback on round 2 will be given in class

Session 7 : October 4: Formulating long term strategic objectives
Cases for class discussion: • Wal-mart Stores discount operations • Crown Cork and Seal in 1989 Lecture: Formulating long term strategic objectives Reading: Pearce and Robinson: Chapter 6 Simulation Exercise: Formal round 3 due prior to class. Feedback on round 3 will be given in class

Session 8 : October 11: Exam
Exam 1. Simulation Exercise: Formal round 4 due prior to class. Feedback on round 4 will be given in class

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Session 9 : October 18: Strategic Analysis and Choice in single or dominant product businesses
Cases from class discussion: • Visionary Companies: Their Success and Characteristics (video) • Honda A-Honda B Lecture: Strategic Analysis and Choice in single or dominant product businesses: Building sustainable competitive advantage Reading: Pearce and Robinson: Chapter 7 Simulation Exercise: Formal round 5 due prior to class. Feedback on round 5 will be given in class

Session 10 : October 25: Strategic Analysis and choice in the multi-business company
Cases for class discussion: • Intel 1968–97 • Coca-Cola vs Pepsi Cola and the Soft Drink Company Lecture: Strategic Analysis and choice in the multi-business company Reading: Pearce and Robinson: Chapter 8 Simulation Exercise: Formal round 6 due prior to class. Feedback on round 6 will be given in class

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Session 11 : November 1: Implementing strategy: Structure, leadership and culture
Cases for class discussion: • Cooper Industries Corporate Strategy (A) • Implementing Strategy: Managing Through Organizational Culture (video) Lecture: Implementing strategy: Structure, leadership and culture Reading: Pearce and Robinson: Chapter 10 Simulation Exercise: Formal round 7 due prior to class. Feedback on round 7 will be given in class

Session 12 : November 8: Strategic control and continuous improvement
Case for class discussion: • Southwest Airlines Overview for Exam 2 Simulation Exercise: Formal round 8 due prior to class. Feedback on round 8 will be given in class

Session 13 : November 15: Overview
Simulation Exercise: Group reports

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Session 14 : November 22: Simulation exercise reports
Simulation Exercise: Group reports

Session 15 : November 29: Exam 2
Exam

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Evaluation
Individual Case Analysis
Students can choose among the cases listed in the scheduled part of the syllabus 5 cases for individual case analysis. Each case analysis should be about three pages long (double spaced) and follow the general format of a case analysis (introduction, analysis and problem identification, theory application, and recommendation). Two copies of each case analysis should be submitted in class on the date when the case is scheduled for discussion. Each case analysis will be evaluated based on both the content and on the quality of the writing. The content portion will be assessed on how well the student applied the theoretical framework that discussion in the previous class to solve the case. The writing portion will be assessed on spelling, grammar, syntax, organization and flow, word choice, and overall writing style. If a student’s writing portion is below 50%, s/he will be required rewrite it. Students with a higher score on the original writing portion can also choose to rewrite it to further improve the writing scores. The revised assignment should be submitted at the next class and have the cover page indicating that it is a rewrite of a the specific assignment with the originally graded case analysis attached. A new credit for the writing portion will then be given based on the writing tutor’s reassessment of the revised work.

Individual Class Participation
Class participation will be graded based on the quantity and quality of contributions to the case discussion during the class. With regard to quality, some of the following criteria normally applied are • Are the points that have been made relevant to the discussion? • Are the points simple recitations of case facts, or have new implications been drawn? • Is there evidence of analysis rather than mere expression of opinions? • Are the comments linked to those of others? Autumn 2005 Page 9 of 12

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• Did the contribution further the class’ understanding of the issue? Each students will begin the course by receiving half of the possibly attainable class participation point, but can lose points by repeated absence from class or from complete lack of class participation.

Group Simulation Exercise
The group simulation exercise will allow students to practice some of the key concepts and theories learned in the course while managing in a competitive business environment. There will be eight formal rounds in this simulation exercise – each round is equivalent to a calendar year of the business. Students are expected to have carefully read the manual. Two trial rounds before the formal exercise begins will allow students to get familiar with the process. Students are expected to meet outside of the class time to prepare weekly simulation decisions and to upload their decisions to the simulation web-site two days before the class. When possible, class time will be given for groups to discuss simulation activities. To be effective team members, students should prepare themselves for the team meetings by analyzing data in their particular area of responsibilities and prepare the various types of documents for presentation to the team. Results of each group’s exercise will be provided back to each group in the next class. The grading for this simulation exercise will be based on the following: • Group Simulation Performance • Written and oral report on the simulation exercise: The reports should describe the original strategy of the company, the rationale behind this strategy, the change in the company’s strategy over-time, the result of the simulation exercise and what did the group learn from the exercise. The oral report should not exceed 10 minutes, while the written report should be at maximum eight pages long (double-spaced.

Individual Exams
There will be two non-cumulative multiple-choice exams during the semester. They will serve to evaluate how well the student has mastered the knowledge Autumn 2005 Page 10 of 12

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and can apply the basic theories and concepts learned during each stage of the course. Students should bring scan-tron sheets and pencils for the exams. No make-up exams will be given! If a student has a dispute with the grading, he or she can request in writing that the portion of the exam be reevaluated with the supporting evidence clearly stated.

Final Grade
Following the university’s guideline for grade distribution, the final grade of a student will be based on the relative standing of his or her total credit points accumulated from all the requirements as compared with the rest of the class. After the final exam, there will be designated office hours for final grade checking in the instructor’s office. If a student cannot make those office hours, s/he can bring a self addressed and stamped envelope to class on the date of the final exam, or simply wait for the university to mail the final grade. In appliance with the university’s policy of confidentiality, no grade information will be transmitted via phone or e-mail.

Important Notes
Throughout the semester, each student is expected to follow the university’s guideline on student conduct with regard to cheating and other dishonorable behaviors. Severe consequences can occur if such rules are not followed. The instructor also reserves the right to deduct from a student’s individual class participation credit if the student has shown severe non-constructive behavior in class (such as disrupting the class or abusing another individual), in addition to other disciplinary actions. If a student is absent or late to a class meeting, it will be his or her responsibility to catch up with all the missed materials including to learn of any announcement made while the student was absent. No make-up exams or lectures will be given. It will also be the students’ responsibility to accept any consequences that may result from absences. No late assignment will be accepted.

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Students are responsible to form their own groups before the deadline. Once the group is formed, a group composition sheet will be provided to the instructor for record. The group will function throughout the whole semester for activities including group case discussion and group simulation exercises. A student’s credit on group activities will be counted only after his/her name has appeared in a group composition sheet. Finally, it is a student’s responsibility to read the syllabus thoroughly and regularly and keep track of all the important dates and requirements every week. Experience shows that the answer for most questions that students ask can in fact be found in the syllabus.

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