Course Syllabus

Course Information
Course Number and Section BA4305-501
Course Title Strategic Management
Term Spring 2009
Days and Times Monday and Wednesday 5:30 PM to 6.45 PM

Professor Contact Information

Professor Sumit Majumdar
Office Phone (972) 883 4786
Email Address majumdar@utdallas.edu
Office Location SOM 3.433
Office Hours MW 10.45 AM to 11.30 AM or by appointment
Other Information Please e-mail directly as I do not use e-mail on WebCT

Course Pre-requisites, Co-requisites, or Other Restrictions

Co-requisite: BA 4371, Prerequisites: BA 3341, BA 3351, BA 3352, BA 3361 and BA 3365.

Course Description

This is a capstone-level course requiring integration of all fields of business. Students will
draw on their broadened awareness of various environmental influences, economic, social, political
and technological, to solve business problems. Management alternatives will be examined with an
ethical perspective relating policy trends to the strategic planning mode.

The Strategic Management course has been designated a capstone course in business at the
University of Texas at Dallas. The purpose of a capstone course is to integrate the learning achieved
in individual business courses taken to earn a business degree. The knowledge acquired in finance,
accounting, operations, MIS, marketing, and organizational behavior classes will be utilized to study
about the strategic management of the firm as well as the responsibilities of the general manager.
Group and individual assignments will be graded on content and written and oral presentation skills.
Students will participate in a simulation that requires taking into account multiple decision-making
factors while balancing all sectors of the firm’s environment.

Student Learning Objectives and Outcomes

1. Students will be able to identify the strategic problems of a firm.
2. Students will be able to develop solutions to a firm’s strategic issues.
3. Students will be able to integrate skills acquired in finance, accounting, marketing, and MIS
courses to create a successful generic strategy.
4. Students will be able to complete an external and internal analysis of a firm.
 5. Students will be able to practice and apply different approaches to and modes of written
exposition as appropriate to strategic management.
6. Students will be able to write using effective technical requirements including organization,
mechanics, and thesis development.
7. Students will develop sensitivity to written language by being able to employ and apply
effective and appropriate rhetorical devices directed at a business audience while writing
their case reports.

Key Issues Dealt With in a Strategy Course

1. What are a company’s goals and objectives?

2. What are the outcomes from industry and external environment analysis of the firm?
What does the external environment of the firm including an analysis of the impact of the
stakeholders reveal? What does the economic analysis of the market reveal? What is the
competitive environment of the firm like in detail?

3. What are the resources and capabilities of the company? What does financial analysis tell
us about the company’s strength and performance? What are the competencies that it can
leverage to grow and prosper?

4. What is the nature of the competitive advantage enjoyed by the company? How
sustainable is it given the nature of its competitive environment and its own capabilities?

5. Identify the strategy of the firm and evaluate the fit with the competitive environment and
competitive advantages. How does the company translate its capabilities into competitive
advantage? What does an evaluation of the strategies the firm is pursuing reveal about its
performance?

6. How does the company handle technological developments and utilize technology for the
sake of enhancing its competitive advantage? How can it use technology to develop it
capabilities and utilize these for continuing success?

Required Textbooks and Materials

Required Text

Winning Moves: Cases in Strategic Management

Alfred A. Marcus, 2009, Marsh Publications, Lombard, Il.

The casebook is required. Theoretical materials from the accompanying text book will be placed on
the WebCT for students to access and read. The references in the detailed syllabus are to the various
chapters from this book titled “Management Strategy.”
 Simulation exercise:

www.capsim.com

Supplementary Items Recommended

Business Week
Economist magazine
Wired magazine
Fast Company magazine

Requirements

The course will involve

[1] lectures
[2] case discussions
[3] case presentations
[4] participation in a simulation exercise
[5] taking a final simulation examination.

Grading Policy and Student Involvement

The students will work in groups as well as individually. The simulation and case
discussions are to be done in groups.

Grade Structure
Group Work Proportion
Case discussions and write ups [8% per case] 48%
Simulation participation, class analysis and discussion of performance 16%
Simulation examination 26%
Sub total 90%
Individual Work
Participation 5%
Attendance 5%
Total 100%

Case Discussions and Write ups

There are 6 cases that will be discussed in class. For each case, each group should come
prepared to make a presentation in class. The group to present will be chosen randomly. Each case
write up is to be done in groups and the written case report will be submitted in the following class
after the case has been discussed. The page limit for each case write up is 4 pages excluding tables,
charts and appendices. Each case accounts for 8% of the class grade, for a total of 48%, and
students will have an idea of their on-going performance in the class by reference to the grades that
they are receiving in the cases.
Write Up Memo

Recall that write ups are due the class after the case is discussed.
Appendices are permitted if you want to amplify or develop your points.
Memos should have no more than 2 to 4 single-spaced pages of text excluding appendices.
Below I have presented the elements of what would be in a good memo.

Current Challenge and Assessment of the Situation

• What is the pivotal question that must be addressed? Why?

• What is the problem &/or threat &/or opportunity? How have these been analyzed? What is
the issue, the negative assumption, the complication, that necessitates action?

Recommended Strategy
• What is the main action that should be taken to alleviate the problem you have identified? Why
this action rather than some other? Did you consider alternatives? Why did you reject them?
• What action should be taken? These actions must be capable of implementation? If there are
internal or external barriers, if there are serious limitations, or constraints that might stand in the
way of the moves you are advocating, how can they be overcome?
• Substantiate each element in the action you are proposing? Try to be specific as specific as
possible. Who should do what, how, and in what time period?
• How will other parties, competitors in particular, respond to these moves? Will their responses
effectively neutralize the moves you are proposing and make them null and void?
• In the end, what difference will the actions that you are recommending make? How likely are
they to solve the problem you have identified? What problems will they create in their wake?
• Why do you think the strategy you are proposing should be carried out and what difference it
would make?
• Who will be better off? In short run? In the long run? What are the uncertainties? What risk is
involved?

Simulation

Simulation Level: Capstone Foundation

www.capsim.com

Note that to participate in this simulation exercise you will need to register at the above
website. When you register you will need to purchase a registration number. With questions
regarding the simulation exercise please call the following toll free number during working hours:
877-477-8787. The simulation exercise will be conducted over the duration of the semester.

Towards the end of the semester there is a simulation examination that each student will be
required to take. The simulation work is carried out in groups and the examination can also be done
by groups but all students have to INDIVIDUALLY REGISTER for the
simulation and the examination.
 The initial few weeks of the class will be spent in getting familiar with the simulation. The
various outputs that are generated by the simulation tutorials will be reviewed and the getting started
tutorial will be gone through.

The capstone courier is the main documentation of the initial data and the results for the
simulation process.

The situation analysis describes, as the name implies, the current state and evolving state of
affairs. These will be reviewed.

After these reviews the students have to engage in solo simulations so that they are familiar
with the process.

Then there are group practice rounds before the official simulation starts.

There are eight rounds in the official simulation. All due dates are listed in this syllabus.

At intervals there will be discussion and presentation of group performance in the various
rounds of the simulations.

The participation in the rounds and performance to date will account for 16% of the grade
and students will have a clear idea of their relative standing in class by reviewing their on-going
performance in the various simulation rounds with that of the other groups.

The final COMPEXAM which is equal to another simulation round can be done solo or
jointly as a group. This accounts for 26% of the class grade.
 Detailed Schedule

Class Day Date Reading or case Simulation Case

discussion
1 Mon 12 Jan Chapter 1 What is Introduction
Strategy Groups formation
2 Wed 14 Jan Chapter 2 Industry
analysis fundamentals
3 Mon 19 Jan No Class Martin
Luther King Day
4 Wed 21 Jan Description of
Simulation
5 Mon 26 Jan Case Class The following due for this class: Amazon
Presentations (1) register for the simulation
exercise; (2) down-load the
capstone courier; (3) bring the
printed out capstone courier to
class
6 Wed 28 Jan Case Class Situation analysis due Amazon
Discussions
7 Mon 2 Feb Chapter 3 Analysis of Case write
Resources up due
8 Wed 4 Feb Chapter 3 Analysis of Getting Started tutorial due.
Resources Exercise completed if tutorial done
and quiz questions following the
tutorial answered. Solo simulation
exercise to be completed. There
are 3 rounds; all need to be done.
9 Mon 9 Feb Case Class Dell
Presentations
10 Wed 11 Feb Case Class Group practice round due Dell
Discussions
11 Mon 16 Feb Chapter 4 Positioning Case write
a Company up due
12 Wed 18 Feb Chapter 4 Positioning Round 1 due
a Company
12 Mon 23 Feb Case Class Best Buy
Presentations
13 Wed 25 Feb Case Class Round 2 due Best Buy
Discussions
14 Mon 2 March Chapter 5 Mergers and Case write
Repositioning up due
15 Wed 4 March Simulation Round 3 due
Discussions
16 Mon 9 Mar Chapter 6
Globalization
17 Wed 11 Mar Simulation Round 4 due
 Discussions
Spring Break
18 Mon 23 Mar Case Class Time Warner
Presentations
19 Wed 25 Mar Case Class Round 5 due Time Warner
Discussions
20 Mon 30 Mar Chapter 7 Technology Case write
and innovation up due
management
21 Wed 1 April Simulation Round 6 due
Discussions
22 Mon 6 Apr Case Class Pepsi Coke
Presentations
23 Wed 8 Apr Case Class Round 7 due Pepsi Coke
Discussions
24 Mon 13 Apr Chapter 8 Making Case write
Winning Moves up due
25 Wed 15 Apr Simulation Round 8 due
Discussions
26 Mon 20 Apr Case Class Intel AMD
Presentations
27 Wed 22 Apr Case Class Intel AMD
Discussions
28 Mon 27 Apr Simulation Group presentations of Case write
Discussions simulations up due
29 Wed 29 Apr Simulation Group presentations of
Discussions simulations
30 Mon 4 May Summing Up Final Due Date for COMP
EXAM
Other Issues

Attendance

Regular attendance in class is mandatory. Students are not allowed to come to class late. Nor
are they allowed to leave early.

Student Conduct & Discipline

The University of Texas System and The University of Texas at Dallas have rules and
regulations for the orderly and efficient conduct of their business. It is the responsibility of each
student and each student organization to be knowledgeable about the rules and regulations which
govern student conduct and activities. General information on student conduct and discipline is
contained in the UTD publication, A to Z Guide, which is provided to all registered students each
academic year.

The University of Texas at Dallas administers student discipline within the procedures of
recognized and established due process. Procedures are defined and described in the Rules and
Regulations, Board of Regents, The University of Texas System, Part 1, Chapter VI, Section 3, and
in Title V, Rules on Student Services and Activities of the university's Handbook of Operating
Procedures. Copies of these rules and regulations are available to students in the Office of the Dean
of Students, where staff members are available to assist students in interpreting the rules and
regulations (SU 1.602, 972/883-6391).

A student at the university neither loses the rights nor escapes the responsibilities of
citizenship. He or she is expected to obey federal, state, and local laws as well as the Regents' Rules,
university regulations, and administrative rules. Students are subject to discipline for violating the
standards of conduct whether such conduct takes place on or off campus, or whether civil or
criminal penalties are also imposed for such conduct.

Academic Integrity

The faculty expects from its students a high level of responsibility and academic honesty.
Because the value of an academic degree depends upon the absolute integrity of the work done by
the student for that degree, it is imperative that a student demonstrate a high standard of individual
honor in his or her scholastic work.

Scholastic dishonesty includes, but is not limited to, statements, acts or omissions related to
applications for enrollment or the award of a degree, and/or the submission as one's own work or
material that is not one's own. As a general rule, scholastic dishonesty involves one of the following
acts: cheating, plagiarism, collusion and/or falsifying academic records. Students suspected of
academic dishonesty are subject to disciplinary proceedings. Plagiarism, especially from the web,
from portions of papers for other classes, and from any other source is unacceptable and will be
dealt with under the University's policy on plagiarism (see general catalog for details). This course
will use the resources of turnitin.com, which searches the web for possible plagiarism.
Email Use

The University of Texas at Dallas recognizes the value and efficiency of communication
between faculty, staff and students through electronic mail. At the same time, email raises some
issues concerning security and the identity of each individual in an email exchange. The university
encourages all official student email correspondence be sent only to a student's U.T. Dallas email
address and that faculty and staff consider email from students official only if it originates from a
UTD student account. This allows the university to maintain a high degree of confidence in the
identity of all individual corresponding and the security of the transmitted information.

UTD furnishes each student with a free email account that is to be used in all
communication with university personnel. The Department of Information Resources at U.T. Dallas
provides a method for students to have their U.T. Dallas mail forwarded to other accounts.

Withdrawal from Class

The administration of this institution has set deadlines for withdrawal of any college-level
courses. These dates and times are published in that semester's course catalog. Administration
procedures must be followed. It is the student's responsibility to handle withdrawal requirements
from any class. In other words, I cannot drop or withdraw any student. You must do the proper
paperwork to ensure that you will not receive a final grade of "F" in a course if you choose not to
attend the class once you are enrolled.

Student Grievance Procedures

Procedures for student grievances are found in Title V, Rules on Student Services and
Activities, of the university's Handbook of Operating Procedures.

In attempting to resolve any student grievance regarding grades, evaluations, or other

fulfillments of academic responsibility, it is the obligation of the student first to make a serious
effort to resolve the matter with the instructor, supervisor, administrator, or committee with whom
the grievance originates (hereafter called "the respondent"). Individual faculty members retain
primary responsibility for assigning grades and evaluations. If the matter cannot be resolved at that
level, the grievance must be submitted in writing to the respondent with a copy of the respondent's
School Dean. If the matter is not resolved by the written response provided by the respondent, the
student may submit a written appeal to the School Dean. If the grievance is not resolved by the
School Dean's decision, the student may make a written appeal to the Dean of Graduate or
Undergraduate Education, and the deal will appoint and convene an Academic Appeals Panel. The
decision of the Academic Appeals Panel is final. The results of the academic appeals process will be
distributed to all involved parties. Copies of these rules and regulations are available to students in
the Office of the Dean of Students, where staff members are available to assist students in
interpreting the rules and regulations.

Incomplete Grade Policy

As per university policy, incomplete grades will be granted only for work unavoidably missed
at the semester's end and only if 70% of the course work has been completed. An incomplete grade
must be resolved within eight (8) weeks from the first day of the subsequent long semester. If the
required work to complete the course and to remove the incomplete grade is not submitted by the
specified deadline, the incomplete grade is changed automatically to a grade of F.

Disability Services

The goal of Disability Services is to provide students with disabilities educational

opportunities equal to those of their non-disabled peers. Disability Services is located in room 1.610
in the Student Union. Office hours are Monday and Thursday, 8:30 a.m. to 6:30 p.m.; Tuesday and
Wednesday, 8:30 a.m. to 7:30 p.m.; and Friday, 8:30 a.m. to 5:30 p.m.

The contact information for the Office of Disability Services is: The University of Texas at
Dallas, SU 22 PO Box 830688 Richardson, Texas 75083-0688 (972) 883-2098 (voice or TTY)

Essentially, the law requires that colleges and universities make those reasonable adjustments
necessary to eliminate discrimination on the basis of disability. For example, it may be necessary to
remove classroom prohibitions against tape recorders or animals (in the case of dog guides) for
students who are blind. Occasionally an assignment requirement may be substituted (for example, a
research paper versus an oral presentation for a student who is hearing impaired). Classes enrolled
students with mobility impairments may have to be rescheduled in accessible facilities. The college
or university may need to provide special services such as registration, note-taking, or mobility
assistance.

It is the student's responsibility to notify his or her professors of the need for such an
accommodation. Disability Services provides students with letters to present to faculty members to
verify that the student has a disability and needs accommodations. Individuals requiring special
accommodation should contact the professor after class or during office hours.

Religious Holy Days

The University of Texas at Dallas will excuse a student from class or other required activities
for the travel to and observance of a religious holy day for a religion whose places of worship are
exempt from property tax under Section 11.20, Tax Code, Texas Code Annotated. The student is
encouraged to notify the instructor or activity sponsor as soon as possible regarding the absence,
preferably in advance of the assignment. The student, so excused, will be allowed to take the exam
or complete the assignment within a reasonable time after the absence: a period equal to the length
of the absence, up to a maximum of one week. A student who notifies the instructor and completes
any missed exam or assignment may not be penalized for the absence. A student who fails to
complete the exam or assignment within the prescribed period may receive a failing grade for that
exam or assignment. If a student or an instructor disagrees about the nature of the absence [i.e., for
the purpose of observing a religious holy day] or if there is similar disagreement about whether the
student has been given a reasonable time to complete any missed assignments or examinations,
either the student or the instructor may request a ruling from the chief executive officer of the
institution, or his or her designee. The chief executive officer or designee must take into account the
legislative intent of TEC 51.911(b), and the student and instructor will abide by the decision of the
chief executive officer or designee.

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 and 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 assignments will be accepted.

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.