STRATEGIC MANAGEMENT AND BUSINESS POLICY
Winter Session 2009 – M/W 3:20 – 5:30 PM
Dr. James B. Avey Office: Shaw 332
Phone: 963-3381 Office Hours: 1:15 – 2:15pm
e-mail: firstname.lastname@example.org Monday/Wednesday or by appointment
Understanding Business Strategy: Concepts and Cases by R. Duane Ireland, Robert E. Hoskisson, and Michael A.
This is the capstone course for the College of Business Administration, concentrating on the formulation and
application of management policy on the whole organization, with particular emphasis on the development and
implementation of strategies.
To develop and apply multidisciplinary management skills to the tasks of identification, analysis, and
implementation of solutions to situations facing varying types of organizations. A key objective will be to bridge
the gap between managing theory and practice through the analysis of cases representing varying external and
internal environments of organizations. Students will develop skills required for effective management analysis
In the formulation and application of management policy, the course involves analysis of textbook and live cases
in which the student applies knowledge acquired in functional areas such as accounting, finance, economics,
operations, and human resources. The course demonstrates the complexity of management problems and the
interrelatedness of organizational functions as well as factors external to the organization. Ethical and
international considerations are given specific attention.
I expect that everyone in this class (Instructor included) will conduct him/herself in a professional manner. It is
the policy of Central Washington University to not discriminate on the basis of gender, sexual orientation,
disability, race, color, religion, national or ethnic origin in its educational programs. I, the Department of
Management as well as the faculty of the College of Business Administration at large strongly support this policy.
If you feel that some form of discrimination has been directed at you, please contact me immediately or the
Department Chair, Dr. Hugh Spall.
ATTENDANCE: You will be expected to attend all classes. There is a relationship between showing up for class and being able to make class contributions beyond the element of just being in the classroom. I’ll take
attendance randomly during the session. Your best plan is to show up for class. In the event that you do miss
class, you will need to find a classmate willing to share their investment of coming to class and taking notes while
you were absent. Not to overstate the obvious, but forewarning me of your expected absence with a genuine
explanation would be professional behavior.
My discretion will be used in determining the need for make-up exams, your situation and plan of action.
1. Varying points of view, constructively offered, are welcome and rewarded.
2. Professional conduct in the class does not include sleeping, reading newspapers, texting, completing other
activities, or conducting of other non-class related activities during the class period.
3. The level of discussion will be at college level. If you find yourself struggling with general vocabulary in
the material or on the exams, you may not yet be at the level of performance you need to continue through
the class. Please see me if this is the case and we can discuss what this means for you.
4. The instructor reserves the right to deviate from the schedule given here as deemed necessary.
5. The Management faculty wants to assist their students in comprehending ethical issues in business and
applying an ethical framework to business decision making. Ethical issues will be covered in class and
students can expect to be tested on their ability to recognize such issues and apply an ethical framework to
business decision making.
CHEATING WILL NOT BE TOLERATED: Any student caught cheating will be removed from class with an
“F”. They will also be subject to the fullest provisions of the student handbook, including suspension and/or expulsion from the university. Plagiarism on assignments will be considered as cheating. Looking at another
students’ exam during a test is also considered cheating. Any other misrepresentations of one’s work or
performance will be subject to consideration as cheating.
Cases assigned for team analysis and presentation will be determined at a later time. Some consideration will be
given to the interests of class members in selecting cases; however, I will make the final decisions based on
COURSE STRUCTURE AND GRADING: Management 489 consists of both lecture-discussion and case analysis. You will need to read the assigned
material before each class. Assigned cases will also be analyzed and presented by teams of approximately 5
class members. All students should read and analyze each case and be prepared to participate in class
Grades are based on performance in the following areas:
1. Two Exams and Exercises: There will be two exams covering material from the text, lectures and case analyses. These exams may be a combination of essay, matching, short-answer and multiple-choice questions.
The course material builds on itself so that concepts require knowledge of material covered earlier in the
course. As a result, you are responsible for all material previously covered for quizzes, discussion and exams.
Take the time to read and understand the material since the test will not include simple questions. The
questions will be written using a level of business terminology expected of university graduates. The quiz
exam questions are meant as a measure understanding and competence. In addition there will be exercises in
class where all students are expected to participate.
2. Group SWOT Analysis Presentation: Each student will be assigned to a team responsible for analyzing
and presenting a SWOT Analysis of a firm which the instructor will provide. The team will be required to
investigate the firm and look at internal strengths and weaknesses as well as external opportunities and threats.
The group will present a summary of their SWOT analysis to the class (30-45 minutes) and lead the class
through a discussion of the firm according to information they found. Each individual in the group will
present a relatively equal amount of time and material. Handouts to the class are highly recommended. In
general, each member’s grade will be equal however peer evaluations (rubric below) will be considered in
determining final grade.
3. ETS (A) Field Exam. 10% of the grade will go toward the ETS field exam. Details will be provided in
4. ETS (B) Case Analysis. 10% of the grade will be based on the case analysis. Details will be provided in
5. Participation. 20% of the grade will go toward participation in the form of daily case analyses, daily
current event application (individual analysis and 5 minute presentations) and frequency of verbal
contributions. A contribution is a verbal comment or question that generates though, reflection or
discussion of some kind related to the course content.
Letter grading is on standard percentage scale:
Assignment Points Exam 1 (Chapters 1-3 and class discussions) 100 Exam 2 (Chapters 4-6, 8 and class discussions) 100 Group SWOT Analysis Presentation 100 ETS A (Exam) 50 ETS B (Case Analysis) 50 Participation/100 Current Event Application
Avey MGT 489- Class Schedule- Monday and Wednesday
Date Course Topic
Get Into Groups 6-Jan
Chapter 1(21)- The Foundations of Strategic Management
Current Event Application Group 1 11-Jan
Chapter 2 (14)- Leading Strategically
Current Event Application Group 2 13-Jan
Martin Luther King Jr. Holiday- No Class 18-Jan
Chapter 3 (23) - Analyzing the External Environment
Current Event Application Group 3 20-Jan
Tower Exercise: Organizational Evolutions
Medieval Phone 25-Jan
Exam 1 (58)– Room: Black 129 27-Jan
Chapter 4 (14)- Analyzing the Firm
Dr. Bill Provaznik on Assessing a Firm’s Financial Health- Ameritrade Broker,
International Corporate Strategist, Business Strategy Professor 1-Feb
Chapter 5 (13)- Business-Level Strategy (if time)
Mark Anderson, CEO and President of Anderson Hay and Grain
Chad Youngquist, Owner Pillar Homes- Corporate Social Responsibility 3-Feb
Planning 2: Game Theory Exercise
Game Theory Discussion 8-Feb
Chapter 6 (7)- Multiproduct Strategies
Decision Making- Delphi Technique
Desert Survival 10-Feb
President’s Day- No Class 15-Feb
Chapter 8 (9)- Competing Across Borders
Current Event Application Group 4
Trust within and between Organizations 17-Feb
Exam 2 (43)– Room: Black 129 22-Feb
Project Work Day 24-Feb
Group Presentations- SWOT Analysis- 30 minutes each- Room: Black 113 1-Mar
ETS Exam A- Exam- Room: Black 129 3-Mar
Group Presentations- SWOT Analysis- 30 minutes each- Room: Black 113 8-Mar
ETS Exam B- Written Case Analysis- Room: Black 129 10-Mar
Finals Week 15-Mar
1) Please remember that our schedule is relatively flexible. When it is necessary, we will
adjust our pace.
2) The instructor reserves the right to modify this syllabus. Any changes will be
communicated to you well in advance.
3) Additional homework may be assigned depending on progress and need.
4) It is expected that all students will have the text/chapters and additional materials read
before coming to class.
5) It is expected that all students keep cell phones, i-pods and other electronics off during
Students with disabilities who wish to set up academic adjustments in this class should give me a
copy of their "Confirmation of Eligibility for Academic Adjustments" from the Disability
Support Services Office as soon as possible so we can discuss how the approved adjustments
will be implemented in this class. Students without this form should contact the Disability
Support Services Office, Bouillon 205 or email@example.com or 963-2171. Planning to graduate in June? The deadline to apply is the second Friday of Winter quarter. Planning to graduate in August? The deadline to apply is the second Friday of Spring quarter. Planning to graduate in December? The deadline to apply is the second Friday of Summer quarter.
Planning to graduate in March? The deadline to apply is the second Friday of Fall quarter.
Questions? Call Degree Checkout 509-963-3524
Teamwork/Leadership Skills Assessment
Takes on leadership role, Occasional leadership Regularly demonstrates Leadership Never offers to lead feels responsible for the demonstrated leadership success of the group
Listens actively, sometimes Doesn’t exhibit listening Exhibits listening Exhibits listening behavior helps others understand behavior, often interrupts others behavior most of the Listening to others some of the time what a group member has or ignores them time said
Contributes nothing to the Has contributed ideas with Frequently contributes, Always contributes well Sharing one’s own group or ideas that are not well some promise well thought out ideas thought out process ideas thought out
Behavior has very Behavior frequently Behavior is detrimental to Behavior always helps the Ability to take a useful modestly helped the group helps group achieve its group functioning group achieve its objectives group role achieve its objectives objectives
Often takes Willing to take Takes no responsibility for any Rarely takes responsibility Accepts responsibility responsibility for responsibility for all activity for activities for activities activities activities
Self motivated and Assignments always late, Assignments delivered at Work assignments Timely submission of competes work without any inconsistent the possible date delivered on time work assignments reminders Instructions: Circle the description for each category that represents each group member. Evaluate everyone else in
your group but not yourself. You are anonymous. Your name is requested only to confirm that your evaluation was
Instructor/ Class _______________________________ Your Name______________________________
Team________________________________________ Person being assessed_____________________
Oral Presentation Rubric for SWOT Analysis
Total 1 2 3 4 Organization Logic of arguments is not Listener can follow Presentation is generally clear Presentation is clear, logical and
made clear. presentation with effort. and well organized. organized. Understanding of Surface level. Some, but does not Good understanding of topic by Deep understanding of topic. topic make connections use of topical and disciplinary
across ideas. knowledge and vocabulary.
Use of No communication aids Communication aids Communication aids contribute Communication aides Communication were used or their use were poorly prepared or to the quality of the presentation professionally present clear and
Aids detracted from used inappropriately. by outlining the presentation of concise information in a highly
presentation. clear and concise information in a visible, easily read way
highly visible, easily read way demonstrating an excellent
demonstrating a good command command of the technology.
of the technology.
Style and Delivery Looks only at notes or There is eye contact. Appropriate eye contact is made. Eye contact is used to gauge
away from the audience. Can be heard. Voice volume is appropriate. reaction and understanding.
Barely audible. Listeners can follow but Sentences are complete, Voice ringingly clear.
Listeners are so distracted some grammatical grammatically correct, and flow Sentences are complete,
by difficulty with grammar errors are prevalent. together. grammatically correct, and flow
that focus is absent. Avoids distracting use of Able to use hands to together easily. Words are
Doesn’t know what do hands. communicate/enforce important chosen for their precise meaning.
with hands. points. Professional use of gestures. Personal Personal appearance is Personal appearance is Personal appearance is Personal appearance is Appearance inappropriate for occasion somewhat inappropriate appropriate for occasion and the completely appropriate for the
and audience. for the occasion and audience. occasion and the audience.