WALSH ONLINE COURSE/management system email system.

WALSH ONLINE COURSE/management system email system. COURSE DESCRIPTION: This capstone course enables the student to apply the tools and analytical skills for planning and controlling the operations of a business. Through the analysis of cases, the student will design strategies, formulate policies, and solve managerial problems. The student will also evaluate corporate missions, objectives, strategies, tactics, policies, and execution while considering the ethical implications of those actions. PREREQUISITES: Prerequisites for this course include: Specific courses: COM 340, FIN 315, MGT 303 and QM 301. You will draw on subject matter from all of your previous coursework. In addition, the student must have completed 27 credits in residence at Walsh College. REQUIRED COURSE MATERIALS: COURSEPACK: Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 1 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com MGT 461 Strategic Management Course Pack Available from Walsh Bookstore: Walsh Bookstore search TEXTBOOK(S): The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change Author: Stephen R. Covey Publisher: Fireside/Simon & Schuster, Inc. Available from Walsh Bookstore: Walsh Bookstore search OTHER RECOMMENDED COURSE MATERIALS: As mentioned above in the prerequisites section, you will draw on all of your previous learning in the BBA program to complete this course. You may wish to refresh yourself on principles and practices from your accounting, finance, marketing, information technology, and management courses prior to beginning this course, and to have the textbooks and other materials from these courses at hand for use during the semester. Very serious students, ambitious professionals, and those who aspire to go on to a leading business school for an MBA, will want to continue reading after completing their BBA in order to fill out the basic understandings of strategy provided in this course. Sooner or later you should begin building a small professional library to support your life-long learning in strategy and general management. Following are some texts and articles you may wish to consider. (Note: Some of your coursepack readings are drawn from these sources.) Besanko, D., Dranove, D., Shanley, M., & Shaefer, S. (2012). The Economics of Strategy. Hoboken, N.J.: John Wiley & Sons. Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 2 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com Choo, C., & Bontis, N. (Eds.) (2002). Strategic management of intellectual capital and organizational knowledge. Oxford, UK: Oxford University Press. Covey, S. (1999). How to develop and use a personal mission statement. New York, NY: Simon & Schuster. Dixit, A., & Nalebuff, B. (2008). Thinking strategically: The competitive edge in business, politics, and everyday life. New York, NY: Norton & Company. Dixit, A., & Nalebuff, B. (2010). The art of strategy: A game theorist's guide to success in business and life. New York, NY: Norton & Company. Duhaime, I., Stimpert, L., & Chesley, J. (2012). Strategic thinking: Today’s business imperative. New York, NY: Routledge. Jarzabkowski, P. (2005). Strategy as practice: An activity-based approach. Thousand Oaks, CA: Sage. Jones, L. (1996). The path: Creating your mission statement for work and for life. New York, NY: Hyperion. Normann, R. (2001). Reframing business: When the map changes the landscape. New York, NY: Wiley. Porter, M. (1980). Competitive strategy: Techniques for analyzing industries and competitors. New York, NY: The Free Press. Porter, M. (1985). Competitive advantage: Creating and sustaining superior performance. New York, NY: The Free Press. Senge, P. (2006). The fifth discipline: The art and practice of the learning organization. New York, NY: Doubleday. Stewart, T. (1999). Intellectual capital: The new wealth of organizations, 2nd revised edition. New York, NY: Currency Doubleday. Teece, D. (2009). Dynamic capabilities and strategic management: Organizing for innovation and growth. Oxford, UK: Oxford University Press. COURSE METHODS & OBJECTIVES: COURSE METHODS: Textbook and Coursepack Readings Online Lectures Learning Journal Assignments Discussion Groups Weekly Quizzes Living Case Study Project COURSE OBJECTIVES: By the end of the course, the student will be able to: Identify and define all the separate elements or stages of the strategic management model. Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 3 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com Cumulative Final Exam Describe the strategic management model, including all of its elements and their interrelationships, as a system. Explain the iterative and ongoing relationship between formulating, implementing, and evaluating strategy and bringing about change in an organization. Discuss how strategic management, change management, and the goal of building a "learning organization" should be integrated and related to one another. Lead the continuous formulation, implementation, and evaluation of a basic strategy for an organization. Apply the principle concepts and processes studied in this course to her/his life, work situation, and/or organization. Develop a program of personal strategic management, continuous improvement, and positive change that can serve as a foundation for leadership of strategic management in an organization. ASSESSMENT GUIDELINES: HOMEWORK & COURSE ASSIGNMENTS: The concepts and skills presented in this course are fundamental to understanding how to think and work in any modern organization. They are essential to your comprehension of the whole and how all the parts fit together. Most of your previous courses dealt with specific functional areas; this course puts all the pieces together. Therefore, the concepts and skills presented in this course should not be learned temporarily just in order to get a grade, pass the course, and move on toward your degree. You need to absorb and retain this content in a manner that will change your "mental models" permanently. The purpose of your weekly homework is to help you absorb the course content over time (11 weeks), thereby imprinting the material more indelibly and improving your ability to retain the concepts and skills. Your weekly responsibility consists of the following elements: go through the lectures and handouts provided just below the announcement 1. for each week; 2. complete the assigned reading for the week from your textbooks and course pack; 3. participate in the weekly case discussion assignment (group work); review information you've highlighted and notes you've taken from previous weeks (quizzes are cumulative); 4. take the (graded) quiz for the week (noting that these will get increasingly more challenging as the course progresses); 5. 6. work on your journal assignment that reports on how you applied or put some course Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 4 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com concept into actual practice; and, organize your notes for the case project and work on the first draft of your final paper (individual work), which is due Week 11 (see the weekly schedule below for specific date and time). 7. Learning Journal Assignment: This course recognizes that progress as a leader or manager is inextricably bound to progress as a healthy, mature, and interpersonally skilled person. Therefore, one of the goals of the course is to help you establish a strategic plan or program to grow personally and to help you develop learning skills and management skills to improve your performance at work now and in the future. In addition, one of the greatest challenges of strategic management is the implementation of strategy. Many managers cannot lead their organizations to implement strategy because they themselves have not developed the necessary understandings and skills to do so. Therefore, you will turn in three brief written journal entries on a topic of your choice from the required textbook readings, the professor's lectures and handouts, or from any optional reading you may have done from the additional bibliography given in the "Other Course Materials" section above. You may write on any concept or insight that stands out to you from these sources that is relevant and useful to your life and work. This journal assignment will be approximately a one page paper describing how you are applying the concept or insight that you found especially relevant from the week's readings to your life, your home, and/or to your work situation/organization. The journal assignments will be graded on the basis of ... how well they evidence a solid understanding of the concepts presented in the reading material, 1. how well the student expresses herself/himself in the assignment (this includes English grammar and writing skill), 2. how proactive and positive the student approaches a situation in her/his life or work that needs a proposed change, 3. how thoughtfully, creatively, relevantly and effectively the reading's contents are applied to the student's life, home, work situation or organization, and especially upon 4. whether the student has identified and has actually taken SPECIFIC ACTION STEPS to put the concept or insight into practice in real life or work. 5. Again, the subject of the journal assignment should emphasize how the student is applying the materials read to her/his life and/or job. Preference should be given to current positive changes the student can make in their present situation, how they plan to make the changes, and how they are making the changes. Further Guidance on the Journal Assignment: Expend your main effort into actually putting the concept, idea, or insight into practice in your personal life or professional situation. Your journal assignment is merely a brief report on your application, and this report can be done well in about one page of text. THINK DEEPLY; WRITE BRIEFLY! In two to four sentences, concisely identify and explain the concept, idea, insight or principle you have ACQUIRED and chosen to apply; also, note the source from which it came. Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 5 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com In one or two paragraphs, concisely describe how you have INTERPRETED the way this concept, idea, insight, or principle is relevant to and connects with your personal and/or work situation. Then, spend the majority of your space on reporting on how you are putting the concept, idea, or insight into practice, i.e., how you are doing it (using PDSA) or how you have APPLIED it! Use headings to mark the Acquire, Interpret, and Apply sections. Within the Apply section, use headings to mark your PDSA steps. A Microsoft Word template is provided for you in the Week 0 Course Resources with all of the sections and headings already in place. The assignment will be graded primarily on evidence of the quality of real life application and secondarily on the quality of reflection in the report (journal entry)--not the quantity of verbiage in the journal entry. The rubric that will be used for grading the journal assignments: Points Criteria 10 pts Communication: Logic & English Composition of Journal Entry 10 pts Acquire: Accurate Understanding of the Concept Discussed 10 pts Interpret: Valid & Relevant to CURRENT Personal/Professional Situation 10 pts Apply: A Clear Plan for Execution 10 pts Apply: Evidence of Specific Action Steps Actually Initiated/Taken 50 points Total Strategic Management Case Study: A Living Case Study Many strategic management courses pick out a Fortune 500 company, write up a brief summary of (dated) information, and then ask students to use the supplied information, plus information they must obtain through first-hand research, to develop a pretend strategy or strategic plan for that corporation. Almost none of the students work for that corporation or have any connection with it: the object of study in the case study is not existentially relevant to most of the students, except that they might occasionally be customers of its products. In addition, most of these theoretical case studies focus only upon formulating a strategic plan and pay little attention to the many other critical issues involved in the strategic leadership and management of an organization that seeks to increase its capacities to learn, adapt, and compete successfully. In this course, we will identify and seek to study several corporations or industries for which students in the class currently work. In this respect, the case study in this course will be a Living Case Study (LCS). In Week 0 and Week 1, each student will introduce themselves in the Introduce Yourself! Discussion Board, and they will include information on where they work, if they do, their title, function, or what they do for their organization, and their major at Walsh College. The professor will use this information 1) to select several organizations that will be studied by the class and 2) to assign students to study groups that will study each of the selected organizations from the perspective of an ongoing strategic management process. To the extent possible, study groups will have students with majors in various functional subjects, so that together they can engage in "team learning," much like a C-level executive team ought to work together. Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 6 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com The Living Case Study Guide, which you can find in the course pack, will provide you with instructions, information, and questions to answer that will guide you step by step through doing your Living Case Study. The nature of the LCS Guide is that it will direct you to do some "Study Group Work" and some "Individual Work" each week. There are ten "sessions" corresponding to the ten weeks of the semester that you will be working as a group. The nature of the work will be to bring a rich array of information and insight to bear toward addressing a stage or task in the strategic management process. The "Study Group Work" is something you will do with the students in your assigned study group so that together you are helping one another do the intensive research, solve problems, and interpret information toward developing the case study. You will post, share, and discuss your study group work with one another weekly in an online discussion board. In addition to these study group discussions, students will need to do further work individually to continue to "flesh out" work on the case study. The "Individual Work" is something you do by yourself each week, which involves you sifting through the study group's work, selecting, sorting, organizing, and writing up a draft of text that may later be used in developing your final, coherent, revised, and polished Living Case Study paper. A LCS Microsoft Word template is provided in the Week 0 Course Resources. It contains all of the formatting and headings you will need, into which you can insert your individual work, including text, tables, graphs, and whatever other information that fits the headings. The format and headings of the LCS Template correspond generally to the topics or stages in the ten weekly sessions of the Living Case Study Guide. The “Individual Work” of the Living Case Study project is individual work. Though you may draw on the information your case study group members supply, whether through discussion in an on-ground class, or through a discussion board or other electronic medium, the rules of academic conduct, and particularly, of proper attribution for that information, apply. If you use something a group member has provided that originates from an outside source, you must cite the outside source. If you use something a group member has paraphrased from an outside source, you must cite that outside source. If you quote that students’ paraphrased work directly (i.e., use their own words), you must cite that student as well. If you use an original idea of a group member, whether it is offered verbally or in written form, you need to give credit to that student for that idea. The nature of this case study, which requires a very large amount of research data to be interpreted, synthesized, and distilled down to its very essence, suggests that directly quoting from any source by any author is neither desirable nor necessary. As such, we expect that direct quotes will be a minor (<5%) of your final work. These weekly study group and individual assignments will help each student progress toward development of their final Living Case Study project, which each student will turn in during Week 11 (see the weekly schedule below for specific date and time). Students should be working on their case study continuously throughout the semester. Each LCS should be prepared in the Word template provided and uploaded to your student folder by the due date. Write concisely! Your grade will be determined by the quality of your methodology and insight rather than the quantity of your verbiage. (See the rubric for this assignment for further guidance. The rubric is located in the Living Case Study assignment.) QUIZZES & EXAMS: There will be TEN WEEKLY QUIZZES (weeks 1-10) and a FINAL EXAM (week 11) in this course. Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 7 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com Although each weekly quiz will focus primarily on the materials covered in the previous week, the quizzes are cumulative. The quizzes will assess your mastery of the assigned readings from the textbooks, and any articles, handouts, PowerPoint slideshows, etc., provided to you each week just under the weekly announcement. The FINAL EXAM is cumulative and will cover everything treated in the course. The quizzes and the final exam will be online and open-book and open-notes. However, all quizzes and the final exam will be timed, and the amount of time given will not allow much searching through resource materials, if any. Therefore, you should not go into the quiz or exam and start the timer until you are prepared to take it. While the time allowed will be adequate for any student who knows the material, we recommend that you prepare for the quizzes and final exam like you would for a traditional, proctored, onground class. That is, prepare for the quizzes and final exam as though these tests are to be closed-book and closed-notes. You won't have time to look things up or learn as you go while taking an online quiz or exam. Each weekly quiz will be available from early Tuesday of the current week until 11:55 p.m. on the following Monday, when it is due. Please refer to the Assignment Schedule below for the due date for the Final Exam. WEEKLY DISCUSSIONS: Students are expected to participate and interact with one another during the semester on the course discussion boards. In effect, participation in your discussion group's team-learning efforts is one of your most important weekly assignments. You are expected to create at least one original posting, covering all of the discussion questions for the week, and to respond to the postings of your classmates--in a significant and substantive manner--for each discussion. The weighted rubric that will be used for grading your class participation will focus more on the quality of your contributions than the quantity. A primary purpose of the discussion board is for students to help each other understand the material better and learn it more deeply. It is also a way for you to work on your term case study in a discussion "study group." Early posting in a discussion will ensure you receive more replies and greater interaction from fellow students. Please make your initial posting by Friday or Saturday of the week at the latest so that there is adequate time for discussion before the Monday due date. A number, though not necessarily all, of the professor-generated initial questions that you will be discussing each week will be designed to help you collaborate with one another in your study groups, in order to help one another make progress on your Living Case Study. This technique will be in lieu of trying to work out the logistics to force small groups of students to meet offline to work together in teams on the case study. MAKE-UP POLICY: There will be no make up quizzes or exams. Late assignments will not be accepted. An exception to this rule will be made only if you become seriously ill (note needed from your doctor) or if there is a death in the immediate family (parents, siblings, spouse, children, etc.). DEGREE PROGRAM ASSESSMENT: Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 8 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com Walsh College's accrediting agencies expect the College to engage in assessments of its degree programs. The College uses an external exam, the CLA+, to assess the effectiveness of its BBA degree program. Taking the CLA+ exam is a part of your BBA degree program and is a requirement of your BBA degree. The CLA+ exam is not a part of MGT 461 and is not a requirement of MGT 461 per se. However, the College has decided that students will take the CLA+ exam, which assesses student achievement in the BBA degree program, when they take their BBA capstone course, which is MGT 461. The College requires that every student participate in and effectively complete the CLA+ assessment. Further, the College mandates that successful completion of the CLA+ assessment IS REQUIRED before the professors in MGT 461 are allowed to issue your final course grade in MGT 461. This means that REGARDLESS OF THE GRADE YOU EARN BASED ON YOUR PERFORMANCE IN THE MGT 461 COURSE ASSIGNMENTS YOU WILL RECEIVE AN NR (grade not reported) UNTIL YOU SUCCESSFULLY COMPLETE THE CLA+ EXAM. Specific information on completing the CLA+ assessment will be provided during Week #4. Questions about MGT 461 should be directed to Dr. McHann (jmchann@walshcollege.edu) or Dr. Frost (lfrost@walshcollege.edu), the professors teaching this course. Questions about the CLA+ exam should be directed to Dr. Ann Saurbier (asaurbie@walshcollege.edu), Director of Student Outcomes Assessment. (The Office of Student Outcomes Assessment is responsible for and oversees the implementation of this degree program requirement.) COURSE POINTS & GRADING SCALE: COURSE POINTS: Your performance in this course will be assessed as follows: Assessment Points Weekly Quizzes (10 @ 25 pts each) = 250 Journal Assignments (3 @ 50 pts each) = 150 Discussion Board Participation (10 @ 15 pts each) = 150 Living Case Study Paper = 250 GRADING SCALE: 950 -1000 = A 900 - 949 = A- 870 - 899 = B+ 830 - 869 = B 800 - 829 = B- 770 - 799 = C+ 730 - 769 = C 700 - 729 = COnline Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 9 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com Final Exam = 200 Total 1000 670 - 699 = D+ 630 - 669 = D 0 - 629 = F 11-WEEK ASSIGNMENT SCHEDULE: Reading Assignment Key: CP: Reading is in Course Pack (There is a Table of Contents at the start of the course pack showing specific page numbers.) Covey: Reading is in Covey Text WM: Reading is in Weekly Module (just under the announcements for the week) Journal Notation Key: AIA-P (Acquire-Interpret-Apply: Plan) A-D (Apply: Do) A-SA (Apply: Study-Act) WEEK BEGINS DUE TODAY THIS WEEK'S TOPICS ASSIGNED THIS WEEK COURSE OPENS 12/28/2015 Orientation to the Course Preparation for Week 1 Read the Syllabus carefully and completely Acquire the coursepack and textbook from the Walsh Bookstore Introduce Yourself in the Introduce Yourself! Discussion Board 1 1/4/2016 Read the Syllabus carefully Acquire coursepack and textbook from the Walsh Bookstore Introduce Yourself in the Introduce Yourself! Discussion Overview of the Strategic Management Process Personal Foundations for Strategic Leadership Study Materials in Weekly Module Read CP: "What is Strategy?" by Porter Read WM: HBS Strategy Introduction Read Covey: Forward and Part One: Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 10 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com Board Paradigms and Principles Read CP: "Chapter 2: The Learning Process" by Garvin Read WM: McHann & Frost, Learning Journals Start Journal Entry 1 (AIA-P) Work on Case Study Participate in Guided Discussion Take Weekly Quiz 2 1/11/2016 Study Materials in Weekly Module Read CP: "What is Strategy?" by Porter Read WM: HBS Strategy Introduction Read Covey: Forward and Part One: Paradigms and Principles Read CP: "Chapter 2: The Learning Process" by Garvin Read WM: McHann & Frost, Learning Journals Start Journal Entry 1 (AIA-P) Work on Case Study Participate in Guided Discussion Weekly Quiz 1 Developing an Organizational Vision and Mission Proactive versus Reactive Leadership Study materials in Weekly Module Read Covey: Part Two, Habit 1: Be Proactive Read CP: "Chapter 6: Business Definition and Positioning" by Duhaime Read CP: "Chapter 5: Prime Movers as Reconfigurers" by Normann Read CP: "Chapter 18: Bringing Internal and External Dynamics in Line" by Normann Read CP: "Building Your Company's Vision" by Collins and Porras Read CP: "The Leader's Handbook (Excerpts)" by Scholtes Continue Journal Entry 1 (A-D) Work on Case Study Participate in Guided Discussion Take Weekly Quiz 3 1/18/2016 Study materials in Weekly Module Conducting External Assessment Studies Study Materials in Weekly Module Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 11 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com Read Covey: Part Two, Habit 1: Be Proactive Read CP: "Chapter 6: Business Definition and Positioning" by Duhaime Read CP: "Chapter 5: Prime Movers as Reconfigurers" by Normann Read CP: "Chapter 18: Bringing Internal and External Dynamics in Line" by Normann Read CP: "Building Your Company's Vision" by Collins and Porras Read CP: "The Leader's Handbook (Excerpts)" by Scholtes Continue Journal Entry 1 (A-D) Work on Case Study Participate in Guided Discussion Weekly Quiz 2 Strategy as Beginning with the End in Mind Read CP: "SWOT Analysis I: Looking Outside for Threats and Opportunities" by HBSP Read CP: "Understanding the Marketing Concept" by Pride and Ferrel Read CP: "The Five Competitive Forces that Shape Strategy" by Porter Read Covey: Part Two, Habit 2: Begin with the End in Mind Finish Journal Entry 1 (A-SA) & Write-up Work on Case Study Participate in Guided Discussion Take Weekly Quiz 4 1/25/2016 Study Materials in Weekly Module Read CP: "SWOT Analysis I: Looking Outside for Threats and Opportunities" by HBSP Read CP: "Understanding the Marketing Concept" by Pride and Ferrel Read CP: "The Five Competitive Forces that Shape Strategy" by Porter Read Covey: Part Two, Habit 2: Begin with the End in Mind Journal Entry 1 Conducting Internal Assessment Studies Strategy as Putting First Things First Study Materials in Weekly Module Read CP: "SWOT Analysis II: Looking Inside for Strengths and Weaknesses" by HBSP Read CP: "Knowing 'What' to do is not Enough: Understanding the Knowing-Doing Gap" by Pfeffer and Sutton Read Covey: Part Two, Habit 3: Put First Things First Start Journal Entry 2 (AIA-P) Work on Case Study Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 12 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com Work on Case Study Participate in Guided Discussion Weekly Quiz 3 Participate in Guided Discussion Take Weekly Quiz 5 2/1/2016 Study Materials in Weekly Module Read CP: "SWOT Analysis II: Looking Inside for Strengths and Weaknesses" by HBSP Read CP: "Knowing 'What' to do is not Enough: Understanding the Knowing-Doing Gap" by Pfeffer and Sutton Read Covey: Part Two, Habit 3: Put First Things First Start Journal Entry 2 (AIA-P) Work on Case Study Participate in Guided Discussion Weekly Quiz 4 Strategies in Action The Strategy of Cultivating Interdependence Study Materials in Weekly Module Read CP: "Types of Strategy: Which Fits Your Business?" by HBSP Read Covey: Part Three: Paradigms of Independence Continue Journal Entry 2 (A-D) Work on Case Study Participate in Guided Discussion Take Weekly Quiz 6 2/8/2016 Study Materials in Weekly Module Read CP: "Types of Strategy: Which Fits Your Business?" by HBSP Read Covey: Part Three: Paradigms of Independence Continue Journal Entry 2 (A-D) Work on Case Study Participate in Guided Discussion Weekly Quiz 5 Strategy Analysis and Choice The Strategy of Thinking Win-Win Study Materials in Weekly Module Read CP: "Strategic Moves: The Mechanisms of Success" by HBSP Read CP: "Which Strategy When?" by Bingham et al. Read CP: "The Fifth Discipline (Excerpt)" by Senge Read Covey: Part Three, Habit 4: Think Win-Win Finish Journal Entry 2 (A-SA) & Write-up Work on Case Study Participate in Guided Discussion Take Weekly Quiz Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 13 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com 7 2/15/2016 Study Materials in Weekly Module Read CP: "Strategic Moves: The Mechanisms of Success" by HBSP Read CP: "Which Strategy When?" by Bingham et al. Read CP: "The Fifth Discipline (Excerpt)" by Senge Read Covey: Part Three, Habit 4: Think Win-Win Journal Entry 2 Work on Case Study Participate in Guided Discussion Weekly Quiz 6 Implementing Strategies I The Strategy of Seeking First to Understand, then to be Understood Study Materials in Weekly Module Read CP: "From Strategy to Implementation: Seeking Alignment" by HBSP Read Covey: Part Three, Habit 5: Seek First to Understand... Start Journal Entry 3 (AIA-P) Work on Case Study Participate in Guided Discussion Take Weekly Quiz 8 2/22/2016 Study Materials in Weekly Module Read CP: "From Strategy to Implementation: Seeking Alignment" by HBSP Read Covey: Part Three, Habit 5: Seek First to Understand... Start Journal Entry 3 (AIA-P) Work on Case Study Participate in Guided Discussion Weekly Quiz 7 Implementing Strategies II Strategy as Seeking Synergy Study Materials in Weekly Module Read CP: "Action Plans: The Architecture of Implementation" by HBSP Read Covey: Part Three, Habit 6: Synergize Continue Journal Entry 3 (A-D) Work on Case Study Participate in Guided Discussion Take Weekly Quiz 9 2/29/2016 Study Materials in Weekly Module Read CP: "Action Plans: The Architecture of Implementation" by HBSP Read Covey: Part Three, Habit 6: Synergize Continue Journal Entry 3 (A-D) Strategy Review, Evaluation, and Control Renewal and Building Production Capacity Study Materials in Weekly Module Read CP: "How to Stay on Course: Sensing and Responding to Deviations from Plan" by HBSP Read CP: "The People Side of Implementation: Getting the Right Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 14 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com Work on Case Study Participate in Guided Discussion Weekly Quiz 8 People on Board" by HBSP Read CP: "Decoding the DNA of the Toyota Production System" by Spear and Bowen Read CP: "Strategy Evaluation Framework" by David Read Covey: Part Four: Renewal (all) Finish Journal Entry 3 (A-SA) & Write-up Work on Case Study - due soon! Participate in Guided Discussion Take Weekly Quiz 10 3/7/2016 Study Materials in Weekly Module Read CP: "How to Stay on Course: Sensing and Responding to Deviations from Plan" by HBSP Read CP: "The People Side of Implementation: Getting the Right People on Board" by HBSP Read CP: "Decoding the DNA of the Toyota Production System" by Spear and Bowen Read CP: "Strategy Evaluation Framework" by David Read Covey: Part Four: Renewal (all) Journal Entry 3 Finish Case Study Participate in Guided Discussion Weekly Quiz 9 Personal Leadership, Strategic Management, the Learning Organization Personal Change and the Learning Organization Study Materials in Weekly Module Read CP: "Strategy as Work-in-Progress: Keep Looking Ahead" by HBSP Read CP: "GE's Change Acceleration Process" by Garvin Participate in Guided Discussion Take Weekly Quiz Finish Case Study - Submit by Wednesday, 3/16/16, 11:55 PM 11 3/14/2016 Study Materials in Weekly Module Prepare for and Take Final Exam - Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 15 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com Read CP: "Strategy as Work-in-Progress: Keep Looking Ahead" by HBSP Read CP: "GE's Change Acceleration Process" by Garvin Participate in Guided Discussion Weekly Quiz 10 Case Study (Wednesday 3/16/16, 11:55 pm) Submit by Monday 3/21/16, 11:55 PM KEY SEMESTER DATES Please click this link to view key semester dates, including add/drop dates and the last day to withdraw from the course. STATEMENT REGARDING PROFESSIONAL CONDUCT Walsh College students are expected to conduct themselves in a manner that is conducive to continued growth toward a business and/or professional career. Each student is expected to access classes regularly and to be fully prepared. All students are expected to act professionally and with a high degree of ethical conduct while applying themselves fully to the job of learning. All communications are expected to be conducted in a professional manner, whether written or oral. It is the student's obligation to know and observe all college policies and procedures and to keep current by reading the materials posted on bulletin boards and/or printed in publications of Walsh College. STUDENT LEARNING OUTCOMES ASSESSMENT (SLOA) Walsh College works to ensure that its graduates are able to add value to the business community and to become successful professionals and leaders. One way to deliver that value is to embed the knowledge, skills, abilities, and behaviors the College has identified as Core Competencies into the coursework of every degree. The three Walsh College Core Competencies are: Communication Skills, Problem Solving Skills, and Mastery of a Business Discipline. A selection of core competencies are chosen on an annual basis for assessment and a variety of measures are used collectively to assess student achievement. These measures include standardized tests; student, alumni, and employer surveys; and course embedded assignments. STATEMENT REGARDING ACADEMIC MISCONDUCT Conduct deemed appropriate for students at Walsh College is that which the faculty and administration consider most conducive for proper academic achievements. If any member of the faculty, administration or student body considers a student's conduct inappropriate for the Walsh Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 16 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com College environment, that person must report it to the Chief Academic Officer. Plagiarism, unauthorized collusion on examinations, theft, sale, purchase or other unauthorized procurement of examinations, use of unauthorized aids while taking an examination, having someone else take an exam in your place or submitting for credit any paper not written by student, taking an exam for another student, copying of "do not copy" designated library materials, copying copyrighted software and destruction of equipment by introducing a computer virus, and other similar actions are considered to be academic misconduct and unacceptable for students enrolled at Walsh College. Any of these acts may result in the immediate expulsion of the student and will be so noted on a student's transcript. The misconduct related to academic matters will be reported to the faculty chair of the academic program. If the issue is not resolved with the involvement of the faculty chair, the incident will be reported in writing to the Chief Academic Officer. The Chief Academic Officer may take such actions as issuing a failing grade, ordering academic withdrawal from the course, redoing a paper or exam or recommending to the President or his designee, administrative dismissal or other appropriate disciplinary action. The Chief Academic Officer, or his designee, shall have the final authority with regard to disciplinary action to be taken which may range from a warning to suspension and/or dismissal from college. Any student issued a grade for misconduct may not at any time withdraw from the course. A student receiving an administratively directed grade as disciplinary action resulting from misconduct may not seek financial relief or withdraw from the course at any time. STATEMENT REGARDING ETHICAL STANDARDS The Walsh academic community will maintain the highest ethical standards in our quest for academic excellence. We will not lie, cheat, steal, or claim credit for the ideas and work of others. We commit to respecting the intellectual property of others and will always acknowledge the authorship of intellectual property in all forms. STATEMENT REGARDING THE FAMILY EDUCATIONAL AND PRIVACY ACT (FERPA) The Family Educational Rights and Privacy Act (FERPA) requires institutions to protect and secure all student education records, including electronic records. This includes e-mails between a student and an instructor related to the student's course work. Therefore, all communication related to a student's course work must be sent from one of the student's official Walsh College e-mail accounts to an instructor's official Walsh College e-mail account (either mail.walshcollege.edu or online.walshcollege.edu) - that is, in the Walsh College Portal or in the student's Walsh College online course. The instructor will provide you with his/her correct e-mail account for this course. If an e-mail relating to a student's course work is sent from a non-Walsh College e-mail account, the instructor will respond only to the student's appropriate Walsh College e-mail account. Students are responsible for checking their Walsh College e-mail account regularly to ensure that it does not become full and result in undeliverable messages. Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 17 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com WALSH ONLINE COURSE/management system email system. COURSE DESCRIPTION: This capstone course enables the student to apply the tools and analytical skills for planning and controlling the operations of a business. Through the analysis of cases, the student will design strategies, formulate policies, and solve managerial problems. The student will also evaluate corporate missions, objectives, strategies, tactics, policies, and execution while considering the ethical implications of those actions. PREREQUISITES: Prerequisites for this course include: Specific courses: COM 340, FIN 315, MGT 303 and QM 301. You will draw on subject matter from all of your previous coursework. In addition, the student must have completed 27 credits in residence at Walsh College. REQUIRED COURSE MATERIALS: COURSEPACK: Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 1 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com MGT 461 Strategic Management Course Pack Available from Walsh Bookstore: Walsh Bookstore search TEXTBOOK(S): The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change Author: Stephen R. Covey Publisher: Fireside/Simon & Schuster, Inc. Available from Walsh Bookstore: Walsh Bookstore search OTHER RECOMMENDED COURSE MATERIALS: As mentioned above in the prerequisites section, you will draw on all of your previous learning in the BBA program to complete this course. You may wish to refresh yourself on principles and practices from your accounting, finance, marketing, information technology, and management courses prior to beginning this course, and to have the textbooks and other materials from these courses at hand for use during the semester. Very serious students, ambitious professionals, and those who aspire to go on to a leading business school for an MBA, will want to continue reading after completing their BBA in order to fill out the basic understandings of strategy provided in this course. Sooner or later you should begin building a small professional library to support your life-long learning in strategy and general management. Following are some texts and articles you may wish to consider. (Note: Some of your coursepack readings are drawn from these sources.) Besanko, D., Dranove, D., Shanley, M., & Shaefer, S. (2012). The Economics of Strategy. Hoboken, N.J.: John Wiley & Sons. Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 2 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com Choo, C., & Bontis, N. (Eds.) (2002). Strategic management of intellectual capital and organizational knowledge. Oxford, UK: Oxford University Press. Covey, S. (1999). How to develop and use a personal mission statement. New York, NY: Simon & Schuster. Dixit, A., & Nalebuff, B. (2008). Thinking strategically: The competitive edge in business, politics, and everyday life. New York, NY: Norton & Company. Dixit, A., & Nalebuff, B. (2010). The art of strategy: A game theorist's guide to success in business and life. New York, NY: Norton & Company. Duhaime, I., Stimpert, L., & Chesley, J. (2012). Strategic thinking: Today’s business imperative. New York, NY: Routledge. Jarzabkowski, P. (2005). Strategy as practice: An activity-based approach. Thousand Oaks, CA: Sage. Jones, L. (1996). The path: Creating your mission statement for work and for life. New York, NY: Hyperion. Normann, R. (2001). Reframing business: When the map changes the landscape. New York, NY: Wiley. Porter, M. (1980). Competitive strategy: Techniques for analyzing industries and competitors. New York, NY: The Free Press. Porter, M. (1985). Competitive advantage: Creating and sustaining superior performance. New York, NY: The Free Press. Senge, P. (2006). The fifth discipline: The art and practice of the learning organization. New York, NY: Doubleday. Stewart, T. (1999). Intellectual capital: The new wealth of organizations, 2nd revised edition. New York, NY: Currency Doubleday. Teece, D. (2009). Dynamic capabilities and strategic management: Organizing for innovation and growth. Oxford, UK: Oxford University Press. COURSE METHODS & OBJECTIVES: COURSE METHODS: Textbook and Coursepack Readings Online Lectures Learning Journal Assignments Discussion Groups Weekly Quizzes Living Case Study Project COURSE OBJECTIVES: By the end of the course, the student will be able to: Identify and define all the separate elements or stages of the strategic management model. Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 3 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com Cumulative Final Exam Describe the strategic management model, including all of its elements and their interrelationships, as a system. Explain the iterative and ongoing relationship between formulating, implementing, and evaluating strategy and bringing about change in an organization. Discuss how strategic management, change management, and the goal of building a "learning organization" should be integrated and related to one another. Lead the continuous formulation, implementation, and evaluation of a basic strategy for an organization. Apply the principle concepts and processes studied in this course to her/his life, work situation, and/or organization. Develop a program of personal strategic management, continuous improvement, and positive change that can serve as a foundation for leadership of strategic management in an organization. ASSESSMENT GUIDELINES: HOMEWORK & COURSE ASSIGNMENTS: The concepts and skills presented in this course are fundamental to understanding how to think and work in any modern organization. They are essential to your comprehension of the whole and how all the parts fit together. Most of your previous courses dealt with specific functional areas; this course puts all the pieces together. Therefore, the concepts and skills presented in this course should not be learned temporarily just in order to get a grade, pass the course, and move on toward your degree. You need to absorb and retain this content in a manner that will change your "mental models" permanently. The purpose of your weekly homework is to help you absorb the course content over time (11 weeks), thereby imprinting the material more indelibly and improving your ability to retain the concepts and skills. Your weekly responsibility consists of the following elements: go through the lectures and handouts provided just below the announcement 1. for each week; 2. complete the assigned reading for the week from your textbooks and course pack; 3. participate in the weekly case discussion assignment (group work); review information you've highlighted and notes you've taken from previous weeks (quizzes are cumulative); 4. take the (graded) quiz for the week (noting that these will get increasingly more challenging as the course progresses); 5. 6. work on your journal assignment that reports on how you applied or put some course Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 4 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com concept into actual practice; and, organize your notes for the case project and work on the first draft of your final paper (individual work), which is due Week 11 (see the weekly schedule below for specific date and time). 7. Learning Journal Assignment: This course recognizes that progress as a leader or manager is inextricably bound to progress as a healthy, mature, and interpersonally skilled person. Therefore, one of the goals of the course is to help you establish a strategic plan or program to grow personally and to help you develop learning skills and management skills to improve your performance at work now and in the future. In addition, one of the greatest challenges of strategic management is the implementation of strategy. Many managers cannot lead their organizations to implement strategy because they themselves have not developed the necessary understandings and skills to do so. Therefore, you will turn in three brief written journal entries on a topic of your choice from the required textbook readings, the professor's lectures and handouts, or from any optional reading you may have done from the additional bibliography given in the "Other Course Materials" section above. You may write on any concept or insight that stands out to you from these sources that is relevant and useful to your life and work. This journal assignment will be approximately a one page paper describing how you are applying the concept or insight that you found especially relevant from the week's readings to your life, your home, and/or to your work situation/organization. The journal assignments will be graded on the basis of ... how well they evidence a solid understanding of the concepts presented in the reading material, 1. how well the student expresses herself/himself in the assignment (this includes English grammar and writing skill), 2. how proactive and positive the student approaches a situation in her/his life or work that needs a proposed change, 3. how thoughtfully, creatively, relevantly and effectively the reading's contents are applied to the student's life, home, work situation or organization, and especially upon 4. whether the student has identified and has actually taken SPECIFIC ACTION STEPS to put the concept or insight into practice in real life or work. 5. Again, the subject of the journal assignment should emphasize how the student is applying the materials read to her/his life and/or job. Preference should be given to current positive changes the student can make in their present situation, how they plan to make the changes, and how they are making the changes. Further Guidance on the Journal Assignment: Expend your main effort into actually putting the concept, idea, or insight into practice in your personal life or professional situation. Your journal assignment is merely a brief report on your application, and this report can be done well in about one page of text. THINK DEEPLY; WRITE BRIEFLY! In two to four sentences, concisely identify and explain the concept, idea, insight or principle you have ACQUIRED and chosen to apply; also, note the source from which it came. Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 5 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com In one or two paragraphs, concisely describe how you have INTERPRETED the way this concept, idea, insight, or principle is relevant to and connects with your personal and/or work situation. Then, spend the majority of your space on reporting on how you are putting the concept, idea, or insight into practice, i.e., how you are doing it (using PDSA) or how you have APPLIED it! Use headings to mark the Acquire, Interpret, and Apply sections. Within the Apply section, use headings to mark your PDSA steps. A Microsoft Word template is provided for you in the Week 0 Course Resources with all of the sections and headings already in place. The assignment will be graded primarily on evidence of the quality of real life application and secondarily on the quality of reflection in the report (journal entry)--not the quantity of verbiage in the journal entry. The rubric that will be used for grading the journal assignments: Points Criteria 10 pts Communication: Logic & English Composition of Journal Entry 10 pts Acquire: Accurate Understanding of the Concept Discussed 10 pts Interpret: Valid & Relevant to CURRENT Personal/Professional Situation 10 pts Apply: A Clear Plan for Execution 10 pts Apply: Evidence of Specific Action Steps Actually Initiated/Taken 50 points Total Strategic Management Case Study: A Living Case Study Many strategic management courses pick out a Fortune 500 company, write up a brief summary of (dated) information, and then ask students to use the supplied information, plus information they must obtain through first-hand research, to develop a pretend strategy or strategic plan for that corporation. Almost none of the students work for that corporation or have any connection with it: the object of study in the case study is not existentially relevant to most of the students, except that they might occasionally be customers of its products. In addition, most of these theoretical case studies focus only upon formulating a strategic plan and pay little attention to the many other critical issues involved in the strategic leadership and management of an organization that seeks to increase its capacities to learn, adapt, and compete successfully. In this course, we will identify and seek to study several corporations or industries for which students in the class currently work. In this respect, the case study in this course will be a Living Case Study (LCS). In Week 0 and Week 1, each student will introduce themselves in the Introduce Yourself! Discussion Board, and they will include information on where they work, if they do, their title, function, or what they do for their organization, and their major at Walsh College. The professor will use this information 1) to select several organizations that will be studied by the class and 2) to assign students to study groups that will study each of the selected organizations from the perspective of an ongoing strategic management process. To the extent possible, study groups will have students with majors in various functional subjects, so that together they can engage in "team learning," much like a C-level executive team ought to work together. Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 6 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com The Living Case Study Guide, which you can find in the course pack, will provide you with instructions, information, and questions to answer that will guide you step by step through doing your Living Case Study. The nature of the LCS Guide is that it will direct you to do some "Study Group Work" and some "Individual Work" each week. There are ten "sessions" corresponding to the ten weeks of the semester that you will be working as a group. The nature of the work will be to bring a rich array of information and insight to bear toward addressing a stage or task in the strategic management process. The "Study Group Work" is something you will do with the students in your assigned study group so that together you are helping one another do the intensive research, solve problems, and interpret information toward developing the case study. You will post, share, and discuss your study group work with one another weekly in an online discussion board. In addition to these study group discussions, students will need to do further work individually to continue to "flesh out" work on the case study. The "Individual Work" is something you do by yourself each week, which involves you sifting through the study group's work, selecting, sorting, organizing, and writing up a draft of text that may later be used in developing your final, coherent, revised, and polished Living Case Study paper. A LCS Microsoft Word template is provided in the Week 0 Course Resources. It contains all of the formatting and headings you will need, into which you can insert your individual work, including text, tables, graphs, and whatever other information that fits the headings. The format and headings of the LCS Template correspond generally to the topics or stages in the ten weekly sessions of the Living Case Study Guide. The “Individual Work” of the Living Case Study project is individual work. Though you may draw on the information your case study group members supply, whether through discussion in an on-ground class, or through a discussion board or other electronic medium, the rules of academic conduct, and particularly, of proper attribution for that information, apply. If you use something a group member has provided that originates from an outside source, you must cite the outside source. If you use something a group member has paraphrased from an outside source, you must cite that outside source. If you quote that students’ paraphrased work directly (i.e., use their own words), you must cite that student as well. If you use an original idea of a group member, whether it is offered verbally or in written form, you need to give credit to that student for that idea. The nature of this case study, which requires a very large amount of research data to be interpreted, synthesized, and distilled down to its very essence, suggests that directly quoting from any source by any author is neither desirable nor necessary. As such, we expect that direct quotes will be a minor (<5%) of your final work. These weekly study group and individual assignments will help each student progress toward development of their final Living Case Study project, which each student will turn in during Week 11 (see the weekly schedule below for specific date and time). Students should be working on their case study continuously throughout the semester. Each LCS should be prepared in the Word template provided and uploaded to your student folder by the due date. Write concisely! Your grade will be determined by the quality of your methodology and insight rather than the quantity of your verbiage. (See the rubric for this assignment for further guidance. The rubric is located in the Living Case Study assignment.) QUIZZES & EXAMS: There will be TEN WEEKLY QUIZZES (weeks 1-10) and a FINAL EXAM (week 11) in this course. Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 7 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com Although each weekly quiz will focus primarily on the materials covered in the previous week, the quizzes are cumulative. The quizzes will assess your mastery of the assigned readings from the textbooks, and any articles, handouts, PowerPoint slideshows, etc., provided to you each week just under the weekly announcement. The FINAL EXAM is cumulative and will cover everything treated in the course. The quizzes and the final exam will be online and open-book and open-notes. However, all quizzes and the final exam will be timed, and the amount of time given will not allow much searching through resource materials, if any. Therefore, you should not go into the quiz or exam and start the timer until you are prepared to take it. While the time allowed will be adequate for any student who knows the material, we recommend that you prepare for the quizzes and final exam like you would for a traditional, proctored, onground class. That is, prepare for the quizzes and final exam as though these tests are to be closed-book and closed-notes. You won't have time to look things up or learn as you go while taking an online quiz or exam. Each weekly quiz will be available from early Tuesday of the current week until 11:55 p.m. on the following Monday, when it is due. Please refer to the Assignment Schedule below for the due date for the Final Exam. WEEKLY DISCUSSIONS: Students are expected to participate and interact with one another during the semester on the course discussion boards. In effect, participation in your discussion group's team-learning efforts is one of your most important weekly assignments. You are expected to create at least one original posting, covering all of the discussion questions for the week, and to respond to the postings of your classmates--in a significant and substantive manner--for each discussion. The weighted rubric that will be used for grading your class participation will focus more on the quality of your contributions than the quantity. A primary purpose of the discussion board is for students to help each other understand the material better and learn it more deeply. It is also a way for you to work on your term case study in a discussion "study group." Early posting in a discussion will ensure you receive more replies and greater interaction from fellow students. Please make your initial posting by Friday or Saturday of the week at the latest so that there is adequate time for discussion before the Monday due date. A number, though not necessarily all, of the professor-generated initial questions that you will be discussing each week will be designed to help you collaborate with one another in your study groups, in order to help one another make progress on your Living Case Study. This technique will be in lieu of trying to work out the logistics to force small groups of students to meet offline to work together in teams on the case study. MAKE-UP POLICY: There will be no make up quizzes or exams. Late assignments will not be accepted. An exception to this rule will be made only if you become seriously ill (note needed from your doctor) or if there is a death in the immediate family (parents, siblings, spouse, children, etc.). DEGREE PROGRAM ASSESSMENT: Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 8 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com Walsh College's accrediting agencies expect the College to engage in assessments of its degree programs. The College uses an external exam, the CLA+, to assess the effectiveness of its BBA degree program. Taking the CLA+ exam is a part of your BBA degree program and is a requirement of your BBA degree. The CLA+ exam is not a part of MGT 461 and is not a requirement of MGT 461 per se. However, the College has decided that students will take the CLA+ exam, which assesses student achievement in the BBA degree program, when they take their BBA capstone course, which is MGT 461. The College requires that every student participate in and effectively complete the CLA+ assessment. Further, the College mandates that successful completion of the CLA+ assessment IS REQUIRED before the professors in MGT 461 are allowed to issue your final course grade in MGT 461. This means that REGARDLESS OF THE GRADE YOU EARN BASED ON YOUR PERFORMANCE IN THE MGT 461 COURSE ASSIGNMENTS YOU WILL RECEIVE AN NR (grade not reported) UNTIL YOU SUCCESSFULLY COMPLETE THE CLA+ EXAM. Specific information on completing the CLA+ assessment will be provided during Week #4. Questions about MGT 461 should be directed to Dr. McHann (jmchann@walshcollege.edu) or Dr. Frost (lfrost@walshcollege.edu), the professors teaching this course. Questions about the CLA+ exam should be directed to Dr. Ann Saurbier (asaurbie@walshcollege.edu), Director of Student Outcomes Assessment. (The Office of Student Outcomes Assessment is responsible for and oversees the implementation of this degree program requirement.) COURSE POINTS & GRADING SCALE: COURSE POINTS: Your performance in this course will be assessed as follows: Assessment Points Weekly Quizzes (10 @ 25 pts each) = 250 Journal Assignments (3 @ 50 pts each) = 150 Discussion Board Participation (10 @ 15 pts each) = 150 Living Case Study Paper = 250 GRADING SCALE: 950 -1000 = A 900 - 949 = A- 870 - 899 = B+ 830 - 869 = B 800 - 829 = B- 770 - 799 = C+ 730 - 769 = C 700 - 729 = COnline Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 9 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com Final Exam = 200 Total 1000 670 - 699 = D+ 630 - 669 = D 0 - 629 = F 11-WEEK ASSIGNMENT SCHEDULE: Reading Assignment Key: CP: Reading is in Course Pack (There is a Table of Contents at the start of the course pack showing specific page numbers.) Covey: Reading is in Covey Text WM: Reading is in Weekly Module (just under the announcements for the week) Journal Notation Key: AIA-P (Acquire-Interpret-Apply: Plan) A-D (Apply: Do) A-SA (Apply: Study-Act) WEEK BEGINS DUE TODAY THIS WEEK'S TOPICS ASSIGNED THIS WEEK COURSE OPENS 12/28/2015 Orientation to the Course Preparation for Week 1 Read the Syllabus carefully and completely Acquire the coursepack and textbook from the Walsh Bookstore Introduce Yourself in the Introduce Yourself! Discussion Board 1 1/4/2016 Read the Syllabus carefully Acquire coursepack and textbook from the Walsh Bookstore Introduce Yourself in the Introduce Yourself! Discussion Overview of the Strategic Management Process Personal Foundations for Strategic Leadership Study Materials in Weekly Module Read CP: "What is Strategy?" by Porter Read WM: HBS Strategy Introduction Read Covey: Forward and Part One: Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 10 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com Board Paradigms and Principles Read CP: "Chapter 2: The Learning Process" by Garvin Read WM: McHann & Frost, Learning Journals Start Journal Entry 1 (AIA-P) Work on Case Study Participate in Guided Discussion Take Weekly Quiz 2 1/11/2016 Study Materials in Weekly Module Read CP: "What is Strategy?" by Porter Read WM: HBS Strategy Introduction Read Covey: Forward and Part One: Paradigms and Principles Read CP: "Chapter 2: The Learning Process" by Garvin Read WM: McHann & Frost, Learning Journals Start Journal Entry 1 (AIA-P) Work on Case Study Participate in Guided Discussion Weekly Quiz 1 Developing an Organizational Vision and Mission Proactive versus Reactive Leadership Study materials in Weekly Module Read Covey: Part Two, Habit 1: Be Proactive Read CP: "Chapter 6: Business Definition and Positioning" by Duhaime Read CP: "Chapter 5: Prime Movers as Reconfigurers" by Normann Read CP: "Chapter 18: Bringing Internal and External Dynamics in Line" by Normann Read CP: "Building Your Company's Vision" by Collins and Porras Read CP: "The Leader's Handbook (Excerpts)" by Scholtes Continue Journal Entry 1 (A-D) Work on Case Study Participate in Guided Discussion Take Weekly Quiz 3 1/18/2016 Study materials in Weekly Module Conducting External Assessment Studies Study Materials in Weekly Module Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 11 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com Read Covey: Part Two, Habit 1: Be Proactive Read CP: "Chapter 6: Business Definition and Positioning" by Duhaime Read CP: "Chapter 5: Prime Movers as Reconfigurers" by Normann Read CP: "Chapter 18: Bringing Internal and External Dynamics in Line" by Normann Read CP: "Building Your Company's Vision" by Collins and Porras Read CP: "The Leader's Handbook (Excerpts)" by Scholtes Continue Journal Entry 1 (A-D) Work on Case Study Participate in Guided Discussion Weekly Quiz 2 Strategy as Beginning with the End in Mind Read CP: "SWOT Analysis I: Looking Outside for Threats and Opportunities" by HBSP Read CP: "Understanding the Marketing Concept" by Pride and Ferrel Read CP: "The Five Competitive Forces that Shape Strategy" by Porter Read Covey: Part Two, Habit 2: Begin with the End in Mind Finish Journal Entry 1 (A-SA) & Write-up Work on Case Study Participate in Guided Discussion Take Weekly Quiz 4 1/25/2016 Study Materials in Weekly Module Read CP: "SWOT Analysis I: Looking Outside for Threats and Opportunities" by HBSP Read CP: "Understanding the Marketing Concept" by Pride and Ferrel Read CP: "The Five Competitive Forces that Shape Strategy" by Porter Read Covey: Part Two, Habit 2: Begin with the End in Mind Journal Entry 1 Conducting Internal Assessment Studies Strategy as Putting First Things First Study Materials in Weekly Module Read CP: "SWOT Analysis II: Looking Inside for Strengths and Weaknesses" by HBSP Read CP: "Knowing 'What' to do is not Enough: Understanding the Knowing-Doing Gap" by Pfeffer and Sutton Read Covey: Part Two, Habit 3: Put First Things First Start Journal Entry 2 (AIA-P) Work on Case Study Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 12 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com Work on Case Study Participate in Guided Discussion Weekly Quiz 3 Participate in Guided Discussion Take Weekly Quiz 5 2/1/2016 Study Materials in Weekly Module Read CP: "SWOT Analysis II: Looking Inside for Strengths and Weaknesses" by HBSP Read CP: "Knowing 'What' to do is not Enough: Understanding the Knowing-Doing Gap" by Pfeffer and Sutton Read Covey: Part Two, Habit 3: Put First Things First Start Journal Entry 2 (AIA-P) Work on Case Study Participate in Guided Discussion Weekly Quiz 4 Strategies in Action The Strategy of Cultivating Interdependence Study Materials in Weekly Module Read CP: "Types of Strategy: Which Fits Your Business?" by HBSP Read Covey: Part Three: Paradigms of Independence Continue Journal Entry 2 (A-D) Work on Case Study Participate in Guided Discussion Take Weekly Quiz 6 2/8/2016 Study Materials in Weekly Module Read CP: "Types of Strategy: Which Fits Your Business?" by HBSP Read Covey: Part Three: Paradigms of Independence Continue Journal Entry 2 (A-D) Work on Case Study Participate in Guided Discussion Weekly Quiz 5 Strategy Analysis and Choice The Strategy of Thinking Win-Win Study Materials in Weekly Module Read CP: "Strategic Moves: The Mechanisms of Success" by HBSP Read CP: "Which Strategy When?" by Bingham et al. Read CP: "The Fifth Discipline (Excerpt)" by Senge Read Covey: Part Three, Habit 4: Think Win-Win Finish Journal Entry 2 (A-SA) & Write-up Work on Case Study Participate in Guided Discussion Take Weekly Quiz Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 13 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com 7 2/15/2016 Study Materials in Weekly Module Read CP: "Strategic Moves: The Mechanisms of Success" by HBSP Read CP: "Which Strategy When?" by Bingham et al. Read CP: "The Fifth Discipline (Excerpt)" by Senge Read Covey: Part Three, Habit 4: Think Win-Win Journal Entry 2 Work on Case Study Participate in Guided Discussion Weekly Quiz 6 Implementing Strategies I The Strategy of Seeking First to Understand, then to be Understood Study Materials in Weekly Module Read CP: "From Strategy to Implementation: Seeking Alignment" by HBSP Read Covey: Part Three, Habit 5: Seek First to Understand... Start Journal Entry 3 (AIA-P) Work on Case Study Participate in Guided Discussion Take Weekly Quiz 8 2/22/2016 Study Materials in Weekly Module Read CP: "From Strategy to Implementation: Seeking Alignment" by HBSP Read Covey: Part Three, Habit 5: Seek First to Understand... Start Journal Entry 3 (AIA-P) Work on Case Study Participate in Guided Discussion Weekly Quiz 7 Implementing Strategies II Strategy as Seeking Synergy Study Materials in Weekly Module Read CP: "Action Plans: The Architecture of Implementation" by HBSP Read Covey: Part Three, Habit 6: Synergize Continue Journal Entry 3 (A-D) Work on Case Study Participate in Guided Discussion Take Weekly Quiz 9 2/29/2016 Study Materials in Weekly Module Read CP: "Action Plans: The Architecture of Implementation" by HBSP Read Covey: Part Three, Habit 6: Synergize Continue Journal Entry 3 (A-D) Strategy Review, Evaluation, and Control Renewal and Building Production Capacity Study Materials in Weekly Module Read CP: "How to Stay on Course: Sensing and Responding to Deviations from Plan" by HBSP Read CP: "The People Side of Implementation: Getting the Right Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 14 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com Work on Case Study Participate in Guided Discussion Weekly Quiz 8 People on Board" by HBSP Read CP: "Decoding the DNA of the Toyota Production System" by Spear and Bowen Read CP: "Strategy Evaluation Framework" by David Read Covey: Part Four: Renewal (all) Finish Journal Entry 3 (A-SA) & Write-up Work on Case Study - due soon! Participate in Guided Discussion Take Weekly Quiz 10 3/7/2016 Study Materials in Weekly Module Read CP: "How to Stay on Course: Sensing and Responding to Deviations from Plan" by HBSP Read CP: "The People Side of Implementation: Getting the Right People on Board" by HBSP Read CP: "Decoding the DNA of the Toyota Production System" by Spear and Bowen Read CP: "Strategy Evaluation Framework" by David Read Covey: Part Four: Renewal (all) Journal Entry 3 Finish Case Study Participate in Guided Discussion Weekly Quiz 9 Personal Leadership, Strategic Management, the Learning Organization Personal Change and the Learning Organization Study Materials in Weekly Module Read CP: "Strategy as Work-in-Progress: Keep Looking Ahead" by HBSP Read CP: "GE's Change Acceleration Process" by Garvin Participate in Guided Discussion Take Weekly Quiz Finish Case Study - Submit by Wednesday, 3/16/16, 11:55 PM 11 3/14/2016 Study Materials in Weekly Module Prepare for and Take Final Exam - Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 15 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com Read CP: "Strategy as Work-in-Progress: Keep Looking Ahead" by HBSP Read CP: "GE's Change Acceleration Process" by Garvin Participate in Guided Discussion Weekly Quiz 10 Case Study (Wednesday 3/16/16, 11:55 pm) Submit by Monday 3/21/16, 11:55 PM KEY SEMESTER DATES Please click this link to view key semester dates, including add/drop dates and the last day to withdraw from the course. STATEMENT REGARDING PROFESSIONAL CONDUCT Walsh College students are expected to conduct themselves in a manner that is conducive to continued growth toward a business and/or professional career. Each student is expected to access classes regularly and to be fully prepared. All students are expected to act professionally and with a high degree of ethical conduct while applying themselves fully to the job of learning. All communications are expected to be conducted in a professional manner, whether written or oral. It is the student's obligation to know and observe all college policies and procedures and to keep current by reading the materials posted on bulletin boards and/or printed in publications of Walsh College. STUDENT LEARNING OUTCOMES ASSESSMENT (SLOA) Walsh College works to ensure that its graduates are able to add value to the business community and to become successful professionals and leaders. One way to deliver that value is to embed the knowledge, skills, abilities, and behaviors the College has identified as Core Competencies into the coursework of every degree. The three Walsh College Core Competencies are: Communication Skills, Problem Solving Skills, and Mastery of a Business Discipline. A selection of core competencies are chosen on an annual basis for assessment and a variety of measures are used collectively to assess student achievement. These measures include standardized tests; student, alumni, and employer surveys; and course embedded assignments. STATEMENT REGARDING ACADEMIC MISCONDUCT Conduct deemed appropriate for students at Walsh College is that which the faculty and administration consider most conducive for proper academic achievements. If any member of the faculty, administration or student body considers a student's conduct inappropriate for the Walsh Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 16 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com College environment, that person must report it to the Chief Academic Officer. Plagiarism, unauthorized collusion on examinations, theft, sale, purchase or other unauthorized procurement of examinations, use of unauthorized aids while taking an examination, having someone else take an exam in your place or submitting for credit any paper not written by student, taking an exam for another student, copying of "do not copy" designated library materials, copying copyrighted software and destruction of equipment by introducing a computer virus, and other similar actions are considered to be academic misconduct and unacceptable for students enrolled at Walsh College. Any of these acts may result in the immediate expulsion of the student and will be so noted on a student's transcript. The misconduct related to academic matters will be reported to the faculty chair of the academic program. If the issue is not resolved with the involvement of the faculty chair, the incident will be reported in writing to the Chief Academic Officer. The Chief Academic Officer may take such actions as issuing a failing grade, ordering academic withdrawal from the course, redoing a paper or exam or recommending to the President or his designee, administrative dismissal or other appropriate disciplinary action. The Chief Academic Officer, or his designee, shall have the final authority with regard to disciplinary action to be taken which may range from a warning to suspension and/or dismissal from college. Any student issued a grade for misconduct may not at any time withdraw from the course. A student receiving an administratively directed grade as disciplinary action resulting from misconduct may not seek financial relief or withdraw from the course at any time. STATEMENT REGARDING ETHICAL STANDARDS The Walsh academic community will maintain the highest ethical standards in our quest for academic excellence. We will not lie, cheat, steal, or claim credit for the ideas and work of others. We commit to respecting the intellectual property of others and will always acknowledge the authorship of intellectual property in all forms. STATEMENT REGARDING THE FAMILY EDUCATIONAL AND PRIVACY ACT (FERPA) The Family Educational Rights and Privacy Act (FERPA) requires institutions to protect and secure all student education records, including electronic records. This includes e-mails between a student and an instructor related to the student's course work. Therefore, all communication related to a student's course work must be sent from one of the student's official Walsh College e-mail accounts to an instructor's official Walsh College e-mail account (either mail.walshcollege.edu or online.walshcollege.edu) - that is, in the Walsh College Portal or in the student's Walsh College online course. The instructor will provide you with his/her correct e-mail account for this course. If an e-mail relating to a student's course work is sent from a non-Walsh College e-mail account, the instructor will respond only to the student's appropriate Walsh College e-mail account. Students are responsible for checking their Walsh College e-mail account regularly to ensure that it does not become full and result in undeliverable messages. Online Course Syllabus https://ool-content.walshcollege.edu/CourseFiles/MGT/MGT461/jmchan... 17 of 17 1/1/2016 11:31 AM PDF Created with deskPDF PDF Writer - Trial :: http://www.docudesk.com