MGMT 479 DEB Strategic Management

Transcription

Columbia College Online Campus
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MGMT 479 DEB
Strategic Management
March Session (14-54)
March 23 – May 16, 2015
Course Description
Culminating experience/capstone course for majors in Business Administration. Requires
case/report writing and the ability to integrate materials from previous courses to analyze and
resolve complete business strategic planning problems. A final grade of “C” or better must be
achieved to satisfy graduation requirements
Prerequisite: Senior status, completion of at least 33 hours of core requirements and at least six
hours of upper-level courses within their identified major.
Textbooks
Wheelen, T.L., Hunger, J.D., Hoffman, A.N, & Bamford, C.E. (2014). Strategic management and
business policy: Globalization, innovation, and sustainability. (14 ed.). Upper Saddle River,
NJ: Pearson Education, Inc.
ISBN-13: 978-0-13-312614-3
(Absence of the ISBN, this is in APA format for your reference list. If your reference list does
not appear like the above it is not properly cited)
MBS Direct offers a Columbia College version of this text, ISBN: 978-1-269-91644-8
No other textbooks are acceptable for this course.
Textbooks for the course may be ordered from MBS Direct. You can order:
 online at http://direct.mbsbooks.com/columbia.htm (be sure to select Online Education
rather than your home campus before selecting your class)
 by phone at 800-325-3252
For additional information about the bookstore, visit http://www.mbsbooks.com.
Course Overview
This is the culminating course for Business Administration students. This is a demanding course that
will teach students how to utilize the skills they have learned during their college and professional
careers. This course is about strategic management—the excitement and challenge of providing the
vision, developing the mission, and implementing the strategic intent for organizations.
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Each week we will focus on different aspects of strategic management, from strategic management
inputs, to strategy formulation, to strategy implementations; these are reinforced and expanded in
our text, Strategic management and business policy: Globalization, innovation, and sustainability,
course notes, and case studies.
Upon successful completion of this course, you will have a complete understanding of the facets of
strategic management and be able to understand top management’s decisions and organizations’
strategies, both domestically and globally.
Technology Requirements
Participation in this course will require the basic technology for all online classes at Columbia
College:
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A computer with reliable Internet access,
a web browser,
Acrobat Reader,
Microsoft Office or another word processor such as Open Office.
You can find more details about standard technical requirements for our courses on our site.
Course Objectives
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To integrate and apply the knowledge gained in earlier business courses.
To develop the capacity to think strategically about an organization, its position in its
industry and among competitors, and how it can gain a sustainable competitive advantage.
To provide hands-on experience using case analyses in crafting organizational strategy,
reasoning carefully about strategic options, using what-if analysis to evaluate action
alternatives, and making strategic decisions.
Measurable Learning Outcomes
After you have completed this course, you should be able to:
 Understand the factors that impact on strategic decision-making, implementation, and
evaluation.
 Conduct an organizational resource-based situational analysis.
 Conduct comprehensive environmental scanning and assess the volatility of industry
position.
 Develop comprehensive business strategies by identifying strategic options, policies,
procedures, budgets, and timelines.
 Use “what-if” scenario analysis to evaluate action alternatives, make strategic decisions, and
choose strategic options.
 Evaluate corporate competitive position and an understanding of the global marketplace and
its impact on strategic analysis and planning.
 Critically evaluate strategic decisions, findings, outcomes, conclusions, and
recommendations. Grading
Grading Scale
GRADE
POINTS
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Grade Weights
PERCENT
ASSIGNMENT
POINTS
PERCENT
150
17%
A
810-900
90-100
Discussions
B
720-809
80-89
Case Studies
200
22%
C
630-719
70-79
Strategic Team Audit
250
28%
D
540-629
60-69
Final Examination
300
33%
F
0-539
0-59
Total
900
100%
Schedule of Due Dates
WEEK
ASSIGNMENT
POINTS
DUE DATE
Week 1
Discussion #1
50
Sunday/Sunday
Week 2
Discussion #2
50
Thursday/Sunday
Week 3
Case Study #1
100
Sunday
Week 4
Discussion #3
50
Thursday/Sunday
Week 5
Case Study #2
100
Sunday
Week 6
Team Strategic Audit Assignment
Week 7
Team Strategic Audit Assignment
250
Sunday
Week 8
Final Examination
300
Saturday
Total
900
N/A
Additional note: Students are assessed based on the inclusion of theories and concepts learned
throughout this (citing the textbook) and other business courses in their assignments. Additionally,
students are assessed on proper grammar, spelling, structure and proper citing. Although this is not an
English course, this is a college course for which students are expected to adhere to the “English” rules.
All discussion responses must be posted to the discussion board. Please do not “attach to the discussion
board.” Responses are not to be submitted to the drop box. Note: Students must post his or her respond
before they can view and respond to their peers. If a student opens the discussion board (posting a blank)
before posting his or her initial response, he or she will earn a zero for that submission. If a student submits
the incorrect assignment, the student will not get credit for that assignment and will not be allowed to submit
a second assignment.
APA format: All postings and assignments must be in APA format (6th edition). Please DO NOT POST IN MLA.
To assist in this area or if you are not familiar or need a refresher, I have created a discussion thread that
includes both a document and powerpoint presentation on APA. It is the students responsible to review and
study the document and Powerpoint presentation. Although you are required to follow the guidelines, you
are only citing the textbook and a definition (week two). Therefore, properly citing should not be an issue.
Students are required to review (and responsible for adhering to) all announcements and information posted
within the Updates and Handouts thread. Please be sure to read often (you might have to stroll down)
because there may be additional information for the assignments.
Note: Initial Responses are due on Thursday each week, while responses to your peers are due by Sunday
each week. If a student does not post his or her initial response by Thursday, he or she will not earn points
for the initial post, with the exception of the first week for which all responses are due by Sunday. You
will only earn points for responding to your peers.
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Assignment Overview
Each student is required to successfully complete the following:
Case Studies/analysis: There are two case studies/analysis that requires a written paper. Each case
study must include a synopsis; identification of the organization’s resources, capabilities, and core
competencies (at least two each); and three findings of fact (discuss in detail and include
headings/subheadings within the paper).
 Each finding of fact will require a justified recommended solution (in detail). Simply stated,
students will discuss the findings (include a heading), the recommendation/solutions
(include a heading) justification for that solution (include a heading).
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Students are expected to support their recommended solutions (DO NOT WRITE
CONTINUE OR EXPAND: You are to discuss new ideas) with rational thought learned from
the course material (via citations), other courses, and real-life experiences.
 Students are required to include information from the readings/chapters within the
study/analysis and cite with page numbers to support their arguments/opinions; this
is not an option. Please do not include outside sources, because it may alter the case study.
 Each paper is worth 100 points.
 Each paper must be placed in the D2L dropbox by the required due date. Note: Late
submissions are not accepted. If a student submits an assignment after 11:59 p.m. CST it
is considered late; no exceptions. It is recommended that students try and submit all
assignments one hour before the assignments are due to avoid missing the deadline; this
includes the final. If a student starts submitted at 11:59 p.m. it may not transmit within one
minute and will be considered late (locked out) for which you will not earn credit.
 If a student has difficulties accessing the site, it is recommended that the student submit the
assignment via email. Any assignments submitted in this fashion (due to problems accessing
the site) after midnight will not be accepted; this includes the final.
Discussions: Each student is expected to actively participate in each of the three discussion threads and
provide “thoughtful input.” Discussion participation is worth 150 points (50 points for each discussion
thread). Initial responses are due on Thursday each week, while responses to peers are due on Sunday each
week.
 When answering the questions, students are required to answer within the word length
requirement as written below and include headings.
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When answering the questions, students are also required to include information from
the week’s reading/chapters (at least two citations/references from each chapter)
within the response and cite including the page numbers. This is not an option. If a
student fails to include, he or she will not earn all the possible points.
 Discussion post are not accepted after the due date.
 When answering the questions, do not include definitions.
 Rule of Thumb “less than 25% of the submission should be quoted.” Simply, 75%
should be written in your own words.
Team Developed Strategic Audit Assignment: Each member of the class will be assigned to a team
consisting of 3-6 members for the written Team Developed Strategic Audit Assignment.
 The grading for this assignment is based on the assessment of a case study, the annual reports, an indepth strategic analysis, and the formulation of a strategic plan for the selected company. The Power
Point presentation will include recommendations supported by analyzing the company within the
confines of the case study data, course material integration, and consensus of the team as to the
company’s recommended best strategic course(s) of action. Additionally, the team will submit an
executive summary/case analysis presenting (strategic analysis) in detail, recommendations for the
company’s best strategic course(s) of action, including implementation (over the course of five years)
and evaluation and control phases. This assignment is worth 250 points. However, based on
individual participation (or lack thereof), the instructor has the discretion to lower a students’ grade,
in addition to the peer review.
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Final examination: The final will be available on or by Monday of Week 8 and must be
submitted by 11:59 p.m. CST Saturday, Week 8. It will be an essay based on a case study where
you will demonstrate the knowledge learned during the course.
 The examination will be worth 300 points.
 When answering the questions, students are required to include concepts and theories
learned in class (from each chapter) and cite. If concepts and theories learned in class are
not included, students will not earn all the possible points.
 If a student does not submit the final by 11:59 p.m. he or she will be awarded a 0; no
exceptions.
 It is recommended that students try and submit one hour before the assignment is due to
avoid missing the deadline. If a student has difficulties accesses the site, it is recommended
that the student submit the final via email. If submitted after midnight it will not be
accepted.
Work done in a previous course, in whole or in part, will not be accepted. If a student submits
from a previous course, he or she will earn a zero for that assignment/submission.
Other requirements for successful completion of the course:
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Complete weekly reading assignments and review notes provided by the instructor.
Build a strong team that all members’ decisions and inputs are valued for the Team Developed
Strategic Audit Assignment.
Use the readings, notes, and on-line resources to augment the written papers, discussion threads,
and final examination.
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Updates and Handouts: Be sure to review the thread often. Here, I will post very valuable
information for which students are held accountable.
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Personal Responsibility: Students are expected to take personal responsibility for their success
in this course. Some of the more important responsibilities include: dedicating time to reading the
course material and understanding the contents; completing and submitting all assignments by the
due dates; asking questions and communicating with the instructor; dedicating adequately preparing
for assignments; preparing and completing assignments in advance in the event of an “absence”; and,
communicating with the instructor to address ANY problems, issues, or concerns you may have.
Further, although this is not an English course and it might have been a number of years since
attending college, responses per academic standards are expected to be that of a college level
student; therefore, responses are expected to be substantive (more than two and three sentence
responses) with correct spelling, grammar in paragraph form and APA format. This is not an option.
Keep in mind; this is a “Capstone” course, which requires more time devoted to your studies
when compared to other courses.
Course Schedule
Week 1 – Basic Concept of Strategic Management; Corporate Governance
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Readings:
o Text: Read Chapters 1 and 2
o Content material
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Discussion #1: Based on the Case Study "“Burger King.” Case 18, starting on page 18-1,
complete the following requirements:
o In an at least 375 word response, identify and discuss separately at least two (2) of Burger
King’s resources, (2) capabilities, and (2) core competencies (at least 125 word response for
each section); include headings.
o In an at least 375 word response identify and discuss separately: Three (3) finding of facts
– This would include: strength; weakness, and threats (At least 125 word response for
each finding section for a total of at least a 375 word response).
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Please include headings and cite the textbook (case study and chapters) according
to APA guidelines. Do not include outside sources. The response must be confined
to the case.
Students are required to include information from this week’s readings/chapters within
the response (at least two references from each chapter) and cite including page numbers.
This is not an option. For an example, please review the partial example at the end of this
syllabus and on the Faculty Expectation document. If you do not include the readings to
support and validate your responses, you will not earn all the possible points. Do not include
“definitions.”
All responses should be in complete sentences; no bullet or list and do not attach assignment
or submit as a written paper.
Comment/respond to at least two classmates’ and instructor’s postings by Sunday; at least
50 words. When responding to your peers, please include an open-ended question at the end
of your response; one that requires more than a yes or no answer. Additionally, you are to
read at least 75% of the postings.
Be sure to include the persons' name on the subject line for which you are responding.
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o
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Week 2– Social Responsibility and Ethics in Strategic Management;
Environmental Scanning and Industry Analysis
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Readings:
o Content material
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Discussion #2: Based on the Case Study “Dell Inc.: Changing the Business Model" Case 32,
starting on page 32-1,complete the following requirements(answer in complete sentences; no
list or bullet points):
o In a 50--word response, provide an “official” definition for “synopsis.” In addition to the
definition, please include your thoughts in your own words. If you do not include, you
will not earn all the possible points.
 Do not use Wikipedia, ehow, ezarticle, ect. as a source. If you obtain the
definition from an online dictionary, you want to make sure the source is
properly cited both in text and reference list. You do not cite the same way you
cite the textbook. There are examples within the information posted on the
discussion board on “APA to ensure you properly” Additionally, check the the
Purdue Owl Site. Don’t forget to include headings.
o In an at least 150--word response, write a synopsis about case study; include a
heading (dates/years outlined in the case – here you want to focus on the
highlights and main events).
o In an at least 300--word response, identify/discuss Dell’s resources (2), capabilities
(2), and core competencies (2). Each section must be at least 100 words in length and
discussed separately; include headings and cite the textbook (readings/chapters
and case study) according to APA guidelines. Do not include outside sources. The
response must be confined to the case.
o In a response of at least 300 words discuss One (1) finding of fact (Weakness) with at
least two (2) fully justified recommendations (including headings).
 In your discussion, the following questions should be answered/addressed; what
you recommend, why you recommended it (heading Recommendation), justification
for the recommendation(s), rationale; simply, facts that led you to your
recommendation(s) (heading Justification).
 The recommendations should be something the company “have not” already
implemented or initiated. SIMPLY, DO NOT WRITE/STATE “Continue, expand,
etc. because you are not including “new ideas.”
o Students are required to include information from this week’s readings/chapters
within the response (at least two references from each chapter) and cite including page
o
o
o
o
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numbers. This is not an option. For an example, please review the partial example at
the end of this syllabus and on the Faculty Expectation document. If you do not include
the readings to support and validate your responses, you will not earn all the possible
points.
All responses should be in complete sentences; no bullet or list
Post initial response to the discussion board by Thursday each week.
Comment/respond to at least two classmates’ and instructor’s postings by Sunday; at
least 50 words. When responding to your peers, please include an open ended question;
one that requires more than a yes or no answer.
Be sure to include the persons' name on the subject line for which you are responding.
Week 3– Internal Scanning: Organizational Analysis; Situation Analysis and
Business Strategy
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Readings:
o Content material
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Case Study #1. Due to the dropbox by end of week 3. The case study: “Panera Bread
Company (2010): Still Rising Fortunes” Case 16 starting on page 16-1, will include a
synopsis (brief timeline of major events; include year/dates); identification of their resources at
least (2), capabilities (2), and core competencies (2); and three findings of fact (be sure to
include headings, strength, weakness, threat).
o Each finding of fact will require a recommendation and justification for the
solution/recommendation; each a minimum of one page. The solutions should be
something new; added valued, etc. DO NOT INCLUDE or write, expand, continue, etc.
You are to include or discuss something new. Be sure to cite the readings from chapters
1-6 (at least two per chapter) within the study and include headings.
o Support your recommended solutions with rational thought learned from the course
material, other courses, and real-life experiences. Do not include definitions.
o The paper will be double-spaced, include a cover page, running header, a major heading,
subheadings within the paper, and at least 7 pages and will not exceed 10 pages in
length. The assignment will be placed in the D2L Dropbox. Note: The cover and
reference page do not count toward the page length requirement.
o Do not include outside sources. The response must be confined to the case.
The case study must be double-spaced, include a running header and cover page and
subheading within the paper. An abstract is not required.
Note: Academically, 75% of the submission should be written in your own words. If the
Turnitin score is more than 30%, typically this implies less than 70-75% of the submission is
written in your own words. If the “Turnitin” score is more than 30%, you will earn a zero for
the assignment and will not be afforded an opportunity to resubmit.
Please review the video link I provided on the Faculty Expectation document, if you are not
familiar with “running headers”
Week 4 - Corporate Strategy; Functional Strategy and Strategic Choice
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Readings:
o Content material

Discussion #3: Based on the Case Study" Best Buy Co., Inc.: Sustainable Customer Centricity
Model?", Case 22, starting on page 22-1, complete the following requirements(answer in
complete sentences):
o In a 300--word response, identify/discuss at least two (2) of Best Buy’s resources, at least
two (2) capabilities, and least two (2) core competencies (100 words each); include
headings.
o
o
o
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In an at least 300 word response, discuss two (2) findings of fact; one (1) weakness, one (1)
threat (150 words each); include headings and citations.
Discuss in detail two (2) recommendations for each of the findings; for a total of four (4)
recommendations. Additionally, provide full justification for your recommendations and
headings within at least 200 words.
Discuss in detail two (2) ways you would implement the recommendations; including
headings, within at least 200 words.
 The recommendations should be something that the company “have not” already
implemented or initiated. Simply DO NOT STATE/WRITE, “Continue, expand,
etc. because you are not including “new ideas.”
o Students are required to include information from this week’s readings/chapters
within the response (at least three references from each chapter) and cite including page
numbers. This is not an option. For an example, please review the partial example at
the end of this syllabus and on the Faculty Expectation document. If you do not include
the readings to support and validate your responses, you will not earn all the possible
points.
o All responses should be in complete sentences; no bullet or list
o Post initial response to the discussion board by Thursday each week.
o Comment/respond to at least two classmates’ and instructor’s postings by Sunday; at
least 50 words. When responding to your peers, please include an open ended question;
one that requires more than a yes or no answer.
o Be sure to include the persons' name on the subject line for which you are responding.
Week 5– Organizing for Action; Staffing and Directing

Readings:
o Content material

Case Study #2. Due to Dropbox by end of Week 5. The case study: “Groupon Inc.: Daily
Deal or Lasting Success?” Case 11, starting on page 11-1, Students will include a synopsis;
identification of their resources (2), capabilities (2), and core competencies(2); and three
findings of fact (strength, weakness, opportunities).
o Each finding of fact will require a justified solution, each a minimum of one page. DO
NOT INCLUDE OR WRITE, expand, continue, etc. Be sure to cite the readings from
chapters 1-10 within the study (at least one from each chapter) and include headings.
o Support your recommended solutions with rational thought learned from the course
material, other courses, and real-life experiences.
o The paper will be double-spaced, at least 7 pages and will not exceed 10 pages in length.
The cover and reference page do not count toward the page length requirements.
o The assignment will be placed in the D2L Dropbox.
The case study must be double-spaced, include a running header and cover page. An abstract is
not required. The case study must be double-spaced, include a running header and cover page
and subheading within the paper.
Note: Academically, 75% of the submission should be written in your own words. If the
Turnitin score is more than 30%, typically this implies less than 70-75% of the submission is
written in your own words. If the “Turnitin” score is more than 30%, you will earn a zero for
the assignment and will not be afforded an opportunity to resubmit.
Please review the video link I provided on the Faculty Expectation document
if you are not familiar with “running headers”.
Instructor will randomly assign students to their Strategic Audit project group
and will open a chat room for each team to communicate.
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The teams will need to meet often before the submission of the assignment during Week 7. This
will take coordination for all teammates since schedules may be difficult to accommodate. This
week each team will decide who will be the “project manager” and develop a timeline for
completion. This must be completed by 11:59 p.m. Sunday. If a team member does not
fully participate this week, 20% will be deducted from his or her grade for the team
project. If the time line is not complete by Sunday 10% is deducted from the teams’ final
grade.
Week 6– Evaluation and Control; The Team Developed Strategic Audit
Assignment

Readings:
o Text: Chapters 11 and 12
o Content material
o Students will continue meeting with teammates for the team strategic audit assignment

Team meetings: Students will be meeting with their teammates to start the team strategic audit
assignment. The team will need to “meet” numerous times before the submission of the
assignment during Week 7. This will take coordination for all teammates since schedules may be
difficult to accommodate. Note: All members must participate each week. If a team member
does not participate each week, he or she will not earn 5 points for any of the sections on the
peer evaluation form.

Team Developed Strategic Audit/Plan: The groups/teams will develop strategic options for
the case study chosen by the professor. They will use the strategic audit in the text as a guide
(Figure 12-1, page 374, and Appendices 12.B and C, pages 380-390) to assist in the preparation.
Students will include the same heading found in appendix 12.C. Please note: for the group
project, the term Executive Summary is the same as the “Strategic Audit/Plan.”
In addition to the Audit/Plan, the Teams will submit a Power Point presentation that addresses
each of the following:
•
•
•
•
Their Current Situation (1 power point slide)
•
•
•
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Analysis of Strategic Factors (1 power point slide)
Strategic Managers (1 power point slide)
External Environment (1-2 power point slides)
Internal Environment (2-3 power point slides – including their resources, capabilities
and competencies)
Strategic Alternatives and Recommended Strategy (2-3 power point slides)
Implementation (2-3 power point slides)
Evaluation and Control (1-2 power point slides)
One person in the team/group will submit the final executive summary/plan/analysis,
discussing in detail, strategic alternatives and recommended strategy, the implementation
phase of the recommended strategy, and the evaluation and control phase of the strategy, etc..

The executive summary/plan/analysis will be no less than 12 pages and no more than
16 pages. The cover/title page, table of content, abstract, and reference list/page does
not count toward the required number of pages. Within the plan, the teams will cite the
case in addition to at least one reference from each of the chapters/readings to validate
and support the information and to illustrate the teams understanding of the various
concepts and theories learned throughout the course (please do not include definition).
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The team will be evaluated (up to 200 points) for the Team Developed Strategic Audit/Plan. Each
member of the team will be evaluated by his/her teammates (up to 50 points) based on their
efforts in the development of the plan. The total points available for this portion of the course
are 250.
Peer Evaluation- The instructor will post the forms during week seven. The information that
you provide is extremely important, especially if there is an issue with someone not fully
participating. Students will evaluate their teammates based on: participation in team meetings,
quality of preparation, skills in analysis, overall knowledge of company operations, ability to
make decisions, caliber of contribution to the strategic project, and carried appropriate workload
that is required for the assignment. If a member of the team does not fully participate
throughout the course, students must take this in considered when completing the forms.
Because schedules vary, please do not take in consideration chat sessions, but, online
participation.
The evaluation form should be submitted to the drop box. Students are to submit only one
document and are not to evaluate themselves. 50 points will be deducted from a students’ final
grade, if he/she does not submit a completed peer evaluation form by the due date.
Note: The instructor has the discrepancy to modify individual grades based the evaluation
and observations of the group discussions.
All students are expected to read the discussion board during this time at least every other day and
fully participate in the discussions; no exceptions. If a problem arises in which there is limited or
no participation from a group member, please notify the instructor. If the instructor discovers
that an individual has not fully participated, the instructor has the discretion to award that
individual a lower grade.
Course Evaluation: You will have the opportunity to evaluate the course near the end of the session.
Course evaluations will open on Sunday of Week 5 and will remain open until Thursday of Week 7. A
link will be sent to your CougarMail that will allow you to access the evaluation. Be assured that the
evaluations are anonymous and that your instructor will not be able to see them until after final
grades are submitted.
Week 7– The Team Developed Strategic Audit and Submission

Readings:
o Text. Review textbook
o Content material

Team Developed Strategic Audit: Assignment due. Place the team assignment and the peer
evaluations in the D2L Dropbox. Only one team member will submit the final Audit/Plan and
Power Point Slides to the Dropbox.
Week 8– Final Examination

Readings:
o Text: Review textbook
o Content material

Final Examination: The instructor will provide the final examination question relative to a Case
Study assigned on Monday of Week 8. Final examinations must be submitted to the Dropbox by
11:59, CST, Saturday. No exceptions. Exams submitted at or after midnight are not accepted.
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Course Policies
Student Conduct
All Columbia College students, whether enrolled in a land-based or online course, are responsible for
behaving in a manner consistent with Columbia College's Student Conduct Code and Acceptable Use
Policy. Students violating these policies will be referred to the office of Student Affairs and/or the
office of Academic Affairs for possible disciplinary action. The Student Code of Conduct and the
Computer Use Policy for students can be found in the Columbia College Student Handbook. The
Handbook is available online; you can also obtain a copy by calling the Student Affairs office (Campus
Life) at 573-875-7400. The teacher maintains the right to manage a positive learning environment,
and all students must adhere to the conventions of online etiquette.
Plagiarism
Your grade will be based in large part on the originality of your ideas and your written presentation
of these ideas. Presenting the words, ideas, or expression of another in any form as your own is
plagiarism. Students who fail to properly give credit for information contained in their written work
(papers, journals, exams, etc.) are violating the intellectual property rights of the original author. For
proper citation of the original authors, you should reference the appropriate publication manual for
your degree program or course (APA, MLA, etc.). Violations are taken seriously in higher education
and may result in a failing grade on the assignment, a grade of "F" for the course, or dismissal from
the College.
Collaboration conducted between students without prior permission from the instructor is
considered plagiarism and will be treated as such. Spouses and roommates taking the same course
should be particularly careful.
All required papers may be submitted for textual similarity review to Turnitin.com for the detection
of plagiarism. All submitted papers may be included in the Turnitin.com reference database for the
purpose of detecting plagiarism. This service is subject to the Terms and Conditions of Use posted on
the Turnitin.com site.
Before you post your initial response to the discussion board, you want to make sure you take the
Plagiarism Quiz, even if you have taken it in another class.
Non-Discrimination
There will be no discrimination on the basis of sex, race, color, national origin, sexual orientation,
religion, ideology, political affiliation, veteran status, age, physical handicap, or marital status.
Disability Services
Students with documented disabilities who may need academic services for this course are required
to register with the Coordinator for Disability Services at (573) 875-7626. Until the student has been
cleared through the disability services office, accommodations do not have to be granted. If you are a
student who has a documented disability, it is important for you to read the entire syllabus before
enrolling in the course. The structure or the content of the course may make an accommodation not
feasible.
Online Participation
You are expected to read the assigned texts and participate in the discussions and other course
activities each week. Assignments should be posted by the due dates stated on the grading schedule
in your syllabus. If an emergency arises that prevents you from participating in class, please let your
instructor know as soon as possible.
Attendance Policy
Attendance for a week will be counted as having submitted a course assignment for which points
have been earned during that week of the session or if the proctoring information has been
submitted or the plagiarism quiz taken if there is no other assignment due that week. A class week is
P a g e | 12
defined as the period of time between Monday and Sunday (except for Week 8, when the week and
the course will end on Saturday at midnight). The course and system deadlines are all based on the
Central Time Zone.
Cougar E-mail
All students are provided a CougarMail account when they enroll in classes at Columbia College. You
are responsible for monitoring e-mail from that account for important messages from the College and
from your instructor. You may forward your Cougar e-mail account to another account; however, the
College cannot be held responsible for breaches in security or service interruptions with other e-mail
providers.
Students should use e-mail for private messages to the instructor and other students. The class
discussions are for public messages so the class members can each see what others have to say about
any given topic and respond.
Late Assignment Policy
An online class requires regular participation and a commitment to your instructor and your
classmates to regularly engage in the reading, discussion and writing assignments. Although most of
the online communication for this course is asynchronous, you must be able to commit to the
schedule of work for the class for the next eight weeks. You must keep up with the schedule of
reading and writing to successfully complete the class. There is no extra credit for the course.
Late Assignment Policy for this course is as follows:






Students will not earn points for late postings (initial responses).
Late submissions for the two written case studies are not accepted. If you have difficulties
submitting to the drop box, please forward via email to ensure you submit by the due date.
Late submissions for the Team Strategic Audit/Plan: Loss of 25 points for each team member
the first day and 50 points for each team member, the second day. The instructor will not
accept a Strategic Audit/Plan that is three days late.
Late submission for the peer evaluation forms: 50 point deduction from your final grade.
Late submissions for the final exam: Final exams will not be accepted at or after midnight
May 16, 2015 - No exceptions.
Extensions are only granted for unforeseen circumstances, such as emergency
hospitalization (for the student only), natural disaster and such, not because of business
travel, not having access to a computer (it is the students’ responsibility to ensure access to a
computer throughout the course), moving, time management, or forgetting the due dates.
Course Evaluation
You will have the opportunity to evaluate the course near the end of the session. Course evaluations
will open on Sunday of Week 5 and will remain open until Thursday of Week 7. A link will be sent to
your CougarMail that will allow you to access the evaluation. Be assured that the evaluations are
anonymous and that your instructor will not be able to see them until after final grades are
submitted.
Additional Resources
Orientation for New Students
This course is offered online, using course management software provided by Desire2Learn and
Columbia College. The Student Manual provides details about taking an online course at Columbia
College. You may also want to visit the course demonstration to view a sample course before this one
opens.
Technical Support
If you have problems accessing the course or posting your assignments, contact your instructor, the
Columbia College Helpdesk, or the D2L Helpdesk for assistance. Contact information is also available
within the online course environment.
P a g e | 13
[email protected]
[email protected]
800-231-2391 ex. 4357
877-325-7778
Online Tutoring
Smarthinking is a free online tutoring service available to all Columbia College students.
Smarthinking provides real-time online tutoring and homework help for Math, English, and Writing.
The Writing Center can be used for writing assistance in any course.
Smarthinking also provides access to live tutorials in writing and math, as well as a full range of study
resources, including writing manuals, sample problems, and study skills manuals. You can access the
service from wherever you have a connection to the Internet. I encourage you to take advantage of
this free service provided by the college.
Access Smarthinking through CougarTrack under Students->Academics->Academic Resources.
Library Resources
It may be helpful for you to become acquainted with Columbia College’s numerous library
resources for any necessary research. Accessing the databases from your home computer is
straightforward, but may require some practice if you are new to the process.
Columbia College's library databases are available at:
http://www.ccis.edu/offices/library/resources.asp
(You may access them using your CougarTrack login and password when prompted.)
Source Citations
Please use APA format for all submitted assignments. It is important that you properly cite any
sources that you use in your work. Work that is plagiarized violates Columbia Colleges Policy, which I
will adhere to in this course, so please make sure you are familiar with that policy. Plagiarism will not
be tolerated and the claim of ignorance is no excuse. Those found plagiarizing will receive an “F” for
the course. For APA information and resources, please review the following links:
Columbia College Library
http://www.ccis.edu/departments/WritingCenter/writing.html
Purdue Online Writing Lab
http://owl.english.purdue.edu/owl/resource/560/01/
UNC University Libraries
http://www.lib.unc.edu/instruct/citations/apa/in_text.html
Notice that, in the APA reference format, (example below) the author’s names are followed by
the date of publication.
American Psychological Association. (2013). Publication manual of the American
Psychological Association (6th ed.). Washington, DC: Author.
Asante, M. K. (2010). The book of African names. Trenton, NJ: Africa World Press.
Caucus. (n.d.). In Oxford English dictionary online. Retrieved from http://www.oed.com/
Cresswell, J. (2012). Tuttle dictionary of first names. Rutland, VT: Charles E. Tuttle.
Exorbitant. (2012). In Merriam-Webster’s Collegiate Dictionary (12th ed.). Springfield,
MA: Merriam-Webster.
P a g e | 14
How to create a running header
If you are having difficulties or uncertain how to create a running header for the assignments, please be sure to view this
video. You might find it very helpful: http://www.youtube.com/watch?v=9pbUoNa5tyY&feature=related
Example: How to Answer the Questions
Below is an example of how to respond to the discussion questions. You will note that I have included citations
(both in-text citations and the reference list as required).
Sample Response
EXAMPLE: How to answer the discussion board questions in APA format. If you do not use this format, you will not
earn all the points for your discussion postings. Note: For each posting, you are required to cite the case, in addition
to the readings (textbook chapters).
Subject line: Dr. Avant - Discussion #1
Resources
Marvel has a number of resources both tangible and intangible (Wheelen, Hunger, Hoffman, &
Bamford, 2014, p. ?). For Marvel their licensing segment is at the heart of their financial stability
bringing in half of their annual sales year over year with 70% coming from sale generated in the U.S.
(Wheelen, Hunger, Hoffman, & Bamford, 2012, p. 15-8). Through the use of their copyrights and
patents, Marvel concentrated their efforts with companies that would provide a strong financial
outlook. Marvel partnered relations with video and apparel companies to further solidify their brand
name. According to Wheelen, Hunger, Hoffman, and Bamford (2014), “these resources can help them
gain a competitive advantage” (p.?).
Capabilities
As with most organizations, many of Marvel’s capabilities are use to exploit its resources (Wheelen,
Hunger, Hoffman, & Bamford, 2014, p. 15.6). For example, Marvel utilizes all available resources to
strengthen and maintain the competitive advantage or regain their advantage. Established in 2008,
the Global Media group mission is to capitalize on the digital possibilities and target the ever growing
internet (Wheelen, Hunger, Hoffman, & Bamford, 2014, p. 15.6). One feature was to provide an online subscription to customers that would provide access to their favorite comics via the internet. Also
provided are the newly introduced super heroes targeting a new and younger demographic in hopes of
capturing an audience for a greater time period.
Wheelen, T.L, Hunger, J.D., Hoffman, A.N, & Bamford, C.E. (2014). Strategic management and business
policy: Globalization, innovation, and sustainability. (14 ed.). Upper Saddle River, NJ: Pearson
Education.
I include this abbreviated example to illustrate not only a substantive response for one section, but to also
illustrate how to properly cite the textbook to ensure this would not be an issue for anyone in the class.
Please note, both the case study (Wheelen, Hunger, Hoffman, & Bamford, 2014, p. 15.6) and
information from the readings/chapters (Wheelen, Hunger, Hoffman, & Bamford, 2014, p. 183) have
been cited.
Subject line: Dr. Avant – Cheryl
Hi Cheryl, I enjoyed reading your response. I had not thought about their strategic initiative as a capability. I look at this
more as a core competency because………………………… However, in reading your response, I can see where you might
include as one of their capabilities. You made some excellent points. That written, if Gap were not able to
……………………………., how successful do you believe they would have become?
Note: The above is a partial response. Do not include definitions as your response, but you can use to
support your response as illustrate in the example.

MGMT 479 DEB Strategic Management

Transcription

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