Course Syllabus

COURSE TITLE:

BUS 2980-09 Business Policy

DESCRIPTION:

This is a capstone course that integrates the information and different skillsets developed in the undergraduate intensive business program. This course
is designed to provide students with insight into the strategic management
process, and introduces students to the concepts of leadership, ethics and
strategy implementation. Principal considerations include the application of,
marketing, financial, critical thinking and systems skills into a framework from
which to evaluate corporate decision-making, governance and strategies.

SEMESTER:
Fall II 2016
CLASS HOURS:
6:00-10:15 p.m. Monday Nights
CLASS LOCATION:
COURSE MATERIAL: Strategic Management Concepts: Competitiveness and lobalization,

12th edition, Southwestern Publishing, Hitt, Ireland and Hoskisson

ISBN: 978-1-305-50220-8
Xanedu Digital Course Pack #589490 (purchased directly from Xanedu)
What Is Strategy? Porter, M. (1996 Nov/Dec) Harvard Business Review, 74
(2), 61-78, Retrieved from Business Source Complete database
Available on NDNU Moodle/Portal

SEE WRITTEN ASSIGNMENT DUE FIRST NIGHT OF CLASS ON PAGE 5

INSTRUCTOR: Robert Mulvey
TELEPHONE: 650-892-4307 (Text Only Please)
E MAIL:
rmulvey@ndnu. edu
OFFICE LOCATION:
OFFICE HOURS:
One Hour before class or by appointment.
PROGRAM LEARNING OBJECTIVES (PLO): Students will:

1. Acquire and demonstrate analytical and problem solving skills within various
disciplines of businessaccounting, economics, finance, management and
marketing;
2. Learn to describe, discuss and analyze current events in American
business with attention to the global, social and ethical dimensions of
events;
3. Acquire the communication, research and technological skills needed to
analyze a business situation, and prepare and present a management report;
4. Develop critical thinking abilities and a foundation of ethical principles that
allows them to work effectively, respectfully, ethically and professionally with
people of diverse ethnic, cultural, gender and other backgrounds.
COURSE LEARNING OBJECTIVES:

Demonstrate the ability to think strategically about a business organization, its business
position and how it can gain sustainable competitive advantage. PLO #1, 2,4

To be able, when faced with an unstructured business situation, to identify the key
factors driving problem or situation, additional information needed to understand the
situation, and to be able to set priorities for decision and action. PLO #1, 2

Prepare a professional analysis of a business situation, including assessment of

market conditions, financial analysis and strategic choices PLO #3

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Be able to clearly communicate applied business concepts, both orally and in writing,
while integrating knowledge gained in earlier Intensive courses. PLO #2.

COURSE STRUCTURE AND FORMAT

This class is a capstone seminar; therefore, students must provide substantial classroom
input derived from readings, your individual research, case analysis, your work and
organizational experiences and current events in business.
A typical class will likely include elements of formal lecture associated with assigned
readings or related topics on strategy, and discussion of relevant activities news and
events in the business world.
WORKLOAD:
Distribution of Average Weekly Hours of Instruction/Study = Total of 18 per week
Class Contact Hours:

Text Readings and Note Taking

Research and Writing Assignments

Term Projects Research

TOTAL NUMBER OF HOURS PER COURSE

126

The PORTAL/MOODLE: Our Course Management System, contains material that is important to
you. You should access it periodically to review pertinent information for each class session. Items
posted to the site will include supplemental materials associated with each weeks discussion topic
along with Power Point slides, assignments, readings and Excel worksheets used in our class
discussion.
Access this site via: http://sbmonline.ndnu.edu. You should utilize your NDNU email and password to
access the site. Once logged on, you merely need to double click on the BUS-2980-09 link.
ACADEMIC HONESTY: Academic honesty is a cornerstone of our values at NDNU. If any words
or ideas used in an assignment submission do not represent your original words or ideas, you must
cite all relevant sources and make clear the extent to which such sources were used. Words or
ideas that require citation include, but are not limited to, all hard copy or electronic publications,
whether copyrighted or not, and all verbal or visual communication when the content of such
communication clearly originates from an identifiable source. Consult the NDNU Student Handbook
regarding consequences of misrepresenting your work.
PLAGIARISM
It is imperative that all work submitted be an accurate reflection of your work. If you do incorporate the
words or ideas that do not represent your own (which is entirely normal), you must cite all relevant
sources. (APA Format for all citations)
Plagiarism will not be tolerated in this class. Any work that does not reflect your work without
appropriate endnotes will be given a grade of F. Please refer to the Student Handbook regarding the
consequences of misrepresenting your work.
PRIVACY and CONFIDENTIALITY: One of the highlights of the NDNU academic experience is
that students often use real-world examples from their organizations in class discussions and in
their written work. However, it is imperative that students not share information that is confidential,
privileged, or proprietary in nature. Students must be mindful of any contracts they have agreed to
with their companies.
LEARNING and OTHER DISABILITIES: If you have a learning disability or other circumstance that
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Course Syllabus
requires accommodations in this class, you must bring it to the attention of Program for Academic
Support and Services (PASS) to arrange for possible accommodations (650-508-3670). The office
is in St. Marys, Room 107.
CLASS ATTENDANCE: Your attendance is very important to your studies at the University. More
than one absence or the equivalent in an Intensive course requires that you withdraw from the
class.
PARTICIPATION: Classroom discussions are organized to maximize student involvement in the
learning process. It is through your participation in these discussions that you are expected to
demonstrate your mastery and comprehension of the material. In other words, read all the
assigned readings and be prepared to discuss any one of them.
LATE HOMEWORK: Assignments are to be completed and submitted by the start of each class
meeting. Assignments not turned in on time are considered late unless prior arrangements have been
made. Grades will be adjusted accordingly.
CURRENT EVENTS UPDATES: This is the capstone class for your business degree and much of
what it covers is affected by what is going on in the world outside. Learning that nothing occurs in
isolation is a significant part of this class. You will be expected to keep up with the news. The medium
is your choice but part of your participation grade will depend on your ability to understand the impact
of world and national events on business decision making.
ASSIGNMENTS VALUE:
Assignments

GRADING SCALE
Pt Value

Classroom Participation/Attendance

20

Paper: Company Mission/Vision

Analysis Paper: Porters 5 Forces

10

Case Study: External J&J

15

Case Study: Internal J&J

15

Analysis Paper: Mergers & Acquisitions

10

Final Case: Expresso Espresso

25

Failure to take ETS Exam

(5)

Letter

Highest

Lowest

A+

100 %

97 %

96%

94 %

A-

93 %

90 %

B+

89 %

87 %

86 %

84 %

B-

83 %

80 %

C+

79 %

77 %

76 %

74 %

C-

73 %

70 %

D+

69 %

67 %

66 %

64 %

D-

63 %

60 %

59% or

less

ETS Exam
On Monday, December 5, 2016, we will conduct a 2-hour on-line Major Field Test (MFT) in business
under the auspices of the Educational Testing Service in Princeton, New Jersey. The purpose of the
test is part of the School of Business on-going process of attaining accreditation by the ACBSP
(Association of Collegiate Business Schools and Programs). This exam score will not count toward
your final grade; however, absence from this exam class will result in an automatic deduction of 5%
from your final grade. The exam will likely be held in the GIS lab (SM 117).
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Course Syllabus

BUS 2980: Business Policy/Strategies

Course Outline
Fall II 2016
Week

Date

Lectures

Chapter
Readings

Introductions

Ch 1

Strategic process

What is
Strategy
article

Oct 24

Notes

Assignment 1
Company Analysis: Mission,
Vision & Competition

External Process
2

Oct 31

Nov 7

Nov 14

Nov 21

Assignments Due

Assignment 2
Analysis Porters Five Forces

Ch 2

Internal Process

Ch 3
J&J Case
Study
External

Assignment 3
Case Study: External Analysis
of J&J Electrical Contractors

Business Level
Strategies

Ch 4
J&J Case
Study
Internal

Assignment 4
Case Study: Internal Analysis
of J&J Electrical Contractors

Mergers &
Acquisitions

Ch 7

Group
Analysis of
J&J Electrical

Ch 9
Alliances

Org Structure

Ch 11

Strategic Leadership

Ch 12

REVIEW

Expresso
Espresso
Case

Assignment 5
Mergers & Acquisitions Paper

Nov 28

Dec 5
ETS Exam
(7-9 pm)

Expresso
Espresso
Discussion

Final Case Study

Expresso Espresso
ETS in GIS Lab (SM 117)

ASSIGNMENTS:
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Written Case Analysis
You will have three case analyses papers to prepare over the course of the term; We will be
discussing the case analysis requirements in great detail during the first class.
The grading criteria for each assignment will be based upon two components,
1) content and the application of the various business disciplines you have been exposed to, and
2) the quality of your writing.
Use lists, graphs, as needed to clarity and understanding. but make sure you give credit where credit is
due. All papers are to be typed and the School of Business and Management requires the use of The
American Psychology Association (APA) publication guidelines as a standard for all papers.

SUBMISSION STYLE GUIDE Please take these requirements seriously as they will impact
your grade on every assignment.
1.
2.
3.
4.

No covers. Your name/Date submitted in upper right corner of first page.

Use page numbers.
1 inch margins on all sides, 12pt font (Arial or Times New Roman)
1.5 spacing, no right justification

5. Papers should be about 3 to 5 pages. Final Case Study should be 10-12 pages. Use lists,
charts etc. as appropriate.
6. Give yourself time to EDIT
7. Prepare your report with proper documentation of sources, both internal citations and a
complete reference list
8. The School of Business and Management requires the use of the American Psychology
Association (APA) publication guidelines as a standard for all papers. Please follow APA
style (with the exceptions of the above) for citations and bibliography information.

Assignment #1: Due Session One

The readings for the first class discuss the nature of strategic management and the various
players who participate in the process and those who are also affected by it.
Pick an organization with which you are familiar and write a paper covering:
a) a brief corporate history, their industry/market, their competitors
b) the firms mission and vision? What is the difference?
c) Identify the company's internal and external stakeholders and describe their wants and needs.
d) Current business news and recent strategic moves that impacted your organization
(Length: 2-3 pages excluding appendices and works cited if applicable.)
Assignment #2: Choose and compare two companies that operate in different Industries.
Analyze both a general environmental and industry assessment using Michael Porters FiveForce Competitive Model. Sample Industries could be McDonalds, Starbucks, Nike, Under
Armour, Tesla, Ford, American Airlines or any other you find interesting. Come to specific
recommendations on the relative opportunities of each industry.
Specific guidelines and formats will be discussed in class and available on the NDNU Portal
. (Length: 3-5 pages excluding appendices and works cited if applicable.)

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Assignment #3: Using the J&J Electrical case study from your Xanedu digital text, complete
an external analysis that MUST include both a general environmental and industry assessment
using Michael Porters Model Five-Force Competitive Model. You should 1) describe the
electrical contracting industry, 2) address the general environmental areas (e.g PESTC.), and
3) use Porters Model to assess the relative strength of each competitive force, and conclude if
the industry will contribute above average, average or below average profits.
Specific guidelines and formats will be discussed in class and available on the NDNU Portal
(Length: 3-5 pages excluding appendices and works cited if applicable.)
Assignment #4: Perform an Internal Analysis of J & J Electrical Contractors from your case
study document. See the case study guideline for specific information on this assignment. With
regards to the financial analysis, you should include common size income statements and an
evaluation of key financial ratios. In the latter case, you should evaluate the last two years to
allow you to compare and to develop some trends and any additional commentary that would
be appropriate.
(Length: 5-7 pages excluding tables, charts, appendices, work cited etc.)
Assignment #5: Choose a merger or acquisition that interests you. Try to find out what
business issues drove the merger/acquisition. Specific guidelines and formats will be discussed
in class and available on the NDNU Portal
(Length: 3-5 pages excluding appendices and works cited.)
Final Case Study Using the Expresso Espresso Case Study from your Xanedu digital text.
Specifics details surrounding this case study are provided in a separate handout that is posted
on Moodle.
(Length: 10-12 pages excluding appendices and works cited.)

Guidelines on Case Study Analysis

Using a case study as a learning tool is a proven method used to increase a students appreciation
of the complexities of running a business. The desired outgrowths of this method are to
1) increase your skills at focusing whats relevant and important,
2) broaden and improve your critical thinking skills by developing and evaluating alternative
solutions,
3) apply techniques learned from previous courses, and
4) make real plausible decisions.
Consider the Case as a formal business report that you are developing for the Board of Directors
and CEO as a company consultant to make these critical assessments and recommendations.
There are no right or wrong answers to the Case question, so long as your position is welldefended. The length of each case study analysis will be determined by you but the typical case
study assignment would be 10-12 pages long excluding appendices. Prepare your report with
proper documentation of sources, both internal citations and a complete reference list The written
format must be consistent with APA format.
REQUIRED SECTIONS YOUR WRITTEN CASE ANALYSIS:
1. Introduction Detail the critical facts of the case. Include a brief overview of

organization: its size, mission, history, leadership and the industry in which it operates.
2.

Situational Analysis In this section your objective is to examine all of the relevant
external and internal points, which in the end will suggest areas of opportunity and

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potential threats. What specifically are the issues being faced by the organiz ation?
What strategic questions need to be answered? Long term? Short term? Internal?
External? Since the information you need is public you should use a number of
sources. A number of models are provided for analysis: Porters Competitive Analysis,
Value Chain, SWOT, PEST C, financial ratios, etc. If you use analysis from other
sources, e.g. SWOT, please make sure you understand all the components and give
credit. Sample sections are:
I.
External Environment - is section attempts to evaluate the situation based
upon an analysis of those key areas affecting the firm from the outside the firm. Be
sure to address the industry and competitive environment
II.
Internal Analysis In this section you should focus on 1) identifying the
tangible and intangible resources that the firm possesses, 2) determine the capabilities
they possess as a result of integrating these resources, and 3) determine if any of
these capabilities pass the test as being viewed as a core competency that might
position the firm to exploit a market opportunity or attack a competitor. The internal
analysis is essential in determining the firms strengths and weaknesses.
* If applicable, you are encouraged to complete a thorough financial analysis from data
available in the case or financial data from external sources. Typically, this analysis will
include liquidity, profitability, activity and leverage ratios with a qualitative assessment
of those ratios. This should assist you in your strategy formulation.
III.
SWOT (Strengths, Weaknesses, Opportunities and Threat) Assessment...Once
you have completed your situation analysis; you should summarize your findings in the
form of a SWOT assessment. You are encouraged to use a simple 2 X 2 matrix to
summarize your assessment. The level you wish to expand on your observations is up
to you.
3.

Alternatives What are the major issues and possible strategies that the company
might choose in light of the current issues and the analysis that you did? Justify the
alternatives by discussing the advantages and disadvantages of each alternative,
including the implications or consequences of each alternative should it be
implemented. Moreover, you must address how you would implement the

suggested fix.
4.

Strategic Choice and Actions: Which alternative course of action would you choose
and why? Explain your recommendations FULLY. Indicate all your reasons, be
specific, and describe the possible actions to be taken to implement your strategy.
Dont forget the opportunity costs of each action. A CHOICE IS NOT ALL OF THE
ABOVE

The Alternatives and Strategic recommendations are the key to this analysis.
This should be the bulk of your thinking and writing.

Final Note: This course syllabus and schedule are subject to change in the event of extenuating circumstances.

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Course Syllabus

Directions to Access XANEDU Coursepack

-

Xanedu Digital Course Pack #589490

(purchased directly from Xanedu)

To access your course pack, students will need to do the following:

1. Open the XanEdu "Login/Register" page at: http://coursepacks.xanedu.com/?PackId=583490
2. If you have previously registered for another CoursePack, log in. If not, click the Student Registration link. Complete
the registration page and click Submit.
3. Confirm your course pack Selection, and complete the purchase form.
Choose one of these options for your course pack delivery:
Option 1: Digital access plus packaged print copy
Price: $14.16 (price does not include shipping).
You will have immediate access to your digital course pack.
Your personal print copy will be shipped to you within five business
days from purchase of your course pack.
Shipping of a print copy is for valid U.S. addresses only. If you are
outside the U.S., choose Option 2 below.
** NOTE: Publishers grant specific rights for different output formats. As a result, you may not be able to (re-)print some
materials from your desktop if you have purchased a course pack that features both print and digital content. Likewise,
if your course pack includes materials that have been copyright-cleared for digital access only, these materials will not
be included in the print copy from XanEdu.
Option 2: Digital access with desktop printing
Price: $9.29
You will have immediate access to your digital course pack.
You will not receive a printed copy of the course pack
You can print your course pack yourself, if your system hardware
and connectivity supports downloading and printing very large
files from the Internet. If you are not sure if your system
supports this, we recommend that you select Option 1 above.
4. After completing the purchase, you will be taken directly to "My XanEdu" where you can access your digital course
pack.
Questions? Please contact XanEdu Customer Service at 1-800-218-5971.

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