Course outline

Department of Management
Business 434
Dr. Pitts
Spring 1995

This outline includes:

• Ways to reach Dr. Pitts
• Text requirements
• Reserve materials
• Course prerequisites
• Strategic objectives
• Course work, weight of grade and comments
  
  • Instructions on the Strategic Management Project
  • Problem identification cases as well as a problem identification case analysis
• Other
  • Rules regarding late projects
  • Honor code

COMMUNICATIONS LINKAGES (Or ways to reach me):

Dr. Michael W. Pitts

Phones:

828-7107 (direct and voice mail)

828-6468 (departmental)

E-mail:

mpitts@cabell.vcu.edu

Office:

3143; put something on, or under, the door as needed

Hours:

As posted and by appointment

MATERIALS

• Text requirements: Current 434 text, Fortune magazine subscription and handouts
• Reserve materials: In Cabell Library; Reading packets at Kinko's

• STRATEGIC OBJECTIVES

  While personal objectives for taking this course vary, there are certain core objectives that carry value. Globally, these are:

  • Developing your understanding of "strategy" and strategic management, and the application of same to complex relationships existing in business. This requires a perspective of strategic thinking (integrated and comprehensive analysis).
  • Developing a sharper awareness of the various environmental contexts under which strategic formulation and implementation occur.
  • Developing your ability to thoroughly analyze business problems and then to act upon same.
  • Developing your ability to function effectively as a member or chairperson of a strategic team.
  • Developing your ability to effectively communicate your analyses, both orally and in writing.

  Therefore, the course specifically seeks to build skills in:
  

  • decision-making
  • communications
  • turning information into intelligence
  • functional area development
  • team dynamics
  • organizational dynamics

  

  COURSE WORK

  Since linking the reward structure to actual strategic performance is a vital part of galvanizing commitment to any strategic management process, the following system has been established to accomplish this task.

  Strategic Component	Weight	Comments
  Strategic Management Project	40%	Hands-on application using a strategic team approach. (See below)
  Problem Identification Cases	36%	Four cases weighted equally. (See below)
  Quizzes	24%	Periodic in-class assessment for monitoring conceptual/theoretical progress in subject matter. Twelve quizzes at unannounced intervals cover text, outside readings, and lectures. The giving of makeup quizzes is solely at the discretion of the professor.
  Assessment Project	NONE	Required assessment project
  Class Participation	NONE	All students should be thoroughly prepared to discuss the topics of the day. While attendance per se is not taken, we will learn best when we have quality interaction. As such, students are encouraged to put forth their ideas consistently through the semester. Remember, your ability to think is a valuable asset in its own right.

  

  INSTRUCTIONS ON THE STRATEGIC MANAGEMENT PROJECT

  This project will focus on one core case throughout the semester (Motorola, a global, leading-edge, high-technology firm). As such, the smaller cases will relate to "feeder" firms or internal divisions of Motorola.

  In order to accomplish this project, your class will be structured into teams assembled by the professor. Each team will be responsible for its own vertical and lateral communications and work flow. This is in preparation for a more "decentralized" and "cross-functional" workplace. You will be assisted in this task by "mentors" assigned to you from the MBA strategy class. Their assignment is to provide wisdom and guidance as you maneuver through this process.

  As an "outcome" of this process, a single strategic document will be presented to me near the end of the semester. This document will be given a single grade that will be shared by all class members (there will be no individual team grades). I would expect said plan to (minimally) include statements regarding:
  

  • Division objectives
  • Complete Internal and External Audits (with competitive analysis)
  • Series of three-year action plans showing required resources and timetable

  Remember, you must define future actions you plan to take, since the future is where we will implement and live out our plan(s).

  Finally, there will be a "presentation day" where we will all gather to hear divisional components and to critique ideas. This will be in lieu of the final exam and will be scheduled accordingly.

  

  PROBLEM IDENTIFICATION CASES

  Students tend to be more experienced in solving problems than in discovering problems or potential missed opportunities. This semester each student will do several case analyses in which a one-page (typed) report will be assembled. Each report will consist of:
  

  • Two problems or missed opportunities listed at top of page
  • Analysis of same. This should consist of evidence supporting why your opportunity or problem is of "high priority."
  • Any supporting exhibits you deem necessary (placed as attachments).

  The following represent suggestions for doing these reports:

  • Your goal is that the paper should be so well analyzed that the required "solutions" should be clearly obvious without you having to describe them.
  • Be as specific as possible in developing your problem statement.
  • Place only one current problem per statement. Note the "current" and the "short-run" will vary by case. You do not want to give me as your No. 1 problem something having an impact on us in six weeks if we are going bankrupt next week.
  • Do not provide any solutions
  • Separate "diseases" from "symptoms."

  The learning objective is one of identifying opportunities/problems and of understanding the need to prioritize tactical (short-range) decisions before tackling more strategic decisions.

  ---

  Want to see a problem identification case analysis?

  

  OTHER

  • All projects are due by 4 p.m. on the due date. Late papers cannot be accepted.
  • As usual, all work is to be done in the spirit and letter of the VCU honor code.

  

  Now, let's go have fun! But first, try your hand at
  Daddy's Little Quiz

  

  Copyright © Dr. Michael W. Pitts

  This page last updated November 1995

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