UT Dallas Syllabus For Ba4305.501.07f Taught by Ray Miles (rrm064000)

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COURSE SYLLABUS
WHAT & WHEN

Course Information
Title Strategic Management

Course No. BA 4305
Type Capstone
Credit Hours 3
Term Fall 2007
Course ID 10355 501
Class Hours Tue & Thu 5:30- 6:45 p.m.
Classroom SOM1.102
Professor Contact Information
Name Ray Miles

Phone 972-883-2703 Limit voicemail to 1 minute; send email if longer
Email ray.miles@utdallas.edu Only this; NOT WebCT ; max 10 lines; attach details
Office SOM 4.207
Hours Before & after class Also by appointment
WRITING TUTOR
Name
Phone
Email
Office
Hours
Course Abstract
The Strategic Management (SM) course will equip you with the skills needed for the General
Manager/CEO role - leading a firm or a business for the long-term success; and for the (other side
of the coin) role of a firm’s board member, investor, or analyst.
Besides your active participation in class discussions, on your own you will also perform a
strategic analysis of a firm; take three in-class tests; and show your writing competency for
business texts. Your group acting as the leadership team of a firm will perform a multi-year
business simulation in competition with other groups; and will run one or two class sessions.
Course Syllabus Strategic Management BA 4305 Fall 2007 Page 1

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The SM course has been designated a capstone course in business at UTD. A capstone course
integrates the learning achieved in individual courses taken to earn a degree. The knowledge
acquired in finance, accounting, operations, MIS, marketing, and organizational behavior classes
will be utilized to study the strategic management of the firm as well as the responsibilities of the
general manager. Group and individual assignments will be graded on content and written and oral
presentation skills. You will participate in a simulation that requires taking into account multiple
decision-making factors while balancing all sectors of the firm’s environment.
You will draw on your broadened awareness of various social, political, and environmental
influences to solve business problems. You will examine the management alternatives with an
ethical perspective relating policy trends to the strategic planning mode.
You will also have to prove – and if necessary improve – your personal prowess in writing like a
professional. You will be supervised for this by a writing tutor 1 , whose grade will be a part of
your final course grade.
Course Pre-requisites, Co-requisites, and/or Other Restrictions
Pre-requisites for this course are BA 3341 Business Finance, BA 3351 Business Communications,
BA 3352 Production Management, BA 3361 Organizational Behavior, BA 3365 Principles of
Marketing. The co-requisite is BA 4371 International Business.
It’s O.K. in this course if you are perhaps still not quite comfortable in some (parts) of the
functional areas like finance, accounting, marketing, and MIS, irrespective of the grade you
earned for each of them. Use your team’s collective knowledge to bridge the gaps that might
show up while you’re doing this course. However, it is definitely not healthy for your career if
you leave the SM course without at least explicitly recognizing shortcomings with long-term
relevance for you, as well as the need to fix them before the real business life storms hit those
potential weak spots.
1
Not your professor

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Student Learning Objectives/Outcomes
These are your Program Learning Goals, and associated Course Learning Objectives 2
The first goal is for you to The second goal is for you to develop The third goal is for you to develop
demonstrate strategic thinking by the ability to make decisions that meet competency in written
applying business principles and ethical and legal standards of society. communications capabilities.
techniques to develop and
implement solutions to achieve
business goals.
You will learn how to You will learn how to You will learn how to
• Apply appropriately the • Identify ethical and legal issues • Write a substantial business 3 text
principles and techniques of facing businesses in relation to • At- or above-par as far as English
management disciplines to their employees and language and style are concerned
assess challenges and products/services
develop solutions • Identify ethical and legal issues
• Leverage opportunities facing businesses in relation to
presented by changes in the the environment, government,
business environment and society
• Lead by modeling ethical
behavior
Specific learning objectives for Specific learning objectives for this Specific learning objectives for this
this goal are for you to goal are for you to goal is for you to consistently use the
at- or above-par
1. Analyze the external 1. Identify the stakeholders of the
environment of a firm firm 1. Organization, mechanics, & style
2. Assess the resources and 2. Design ethical strategic responses 2. Gathering, incorporating and
capabilities of a firm interpreting source material in
3. Assess the firm’s current your writing
strategy 3. Effective written arguments.
4. Integrate skills acquired in
FIN, AIM, MKT, and MIS
courses to create a successful
generic strategy
so that,by the end of this so that, by the end of this course, so that by the end of this course you
course,you are able to you are able to lead an organization are professionally at- or above-par in
and sleep well regarding potential
9 Analyze a particular business concerns about 9 Grammar
situation 9 Spelling
9 Identify the significant 9 Unfavorable pieces about your 9 Word choice
problems firm in public media (TV, the 9 Organization and flow of
9 Propose and justify explicit Wall Street Journal, etc.) paragraphs and sentences
long-term competitive 9 SEC, DoJ, or other government 9 Professional style
solutions to strategic issues inquiries/investigations/lawsuits 9 Rasoning logic
that are realistic, effective, 9 Private party lawsuits
and efficient
2
Additionally, there’s a side-effect benefit from this course: The intensive pace in a business school rushes
students through a huge number of concepts, skills, and techniques in each of your functional area and
courses. You’ll need the integrated knowledge from all them – both when studying the SM and, much more
importantly, in your real life after you graduate. This course is your chance to check whether you’ve
acquired, at least at the “good enough” level, the minimal critical mass of core skills from all functional areas
– and to integrate all these individual kinds of “organs” into a functioning “organism” which is able to thrive in
full-scope real-life business situations.
3
As opposed to fiction or non-fiction categories of texts

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Course Learning Goal: Students will develop competency in written communications. Each
student will complete a minimum of 15 pages of double-spaced written assignments in this course,
which will be graded by writing tutors using 3 rubrics, each with a total possible 10 points. The
failing papers will be rewritten with corrections by the students. Rewritten papers must be
submitted no later than one week after the graded papers are distributed by the instructor.
Required Textbooks and Materials
Category Item Available from
Textbook 4 Hitt, Ireland, Hoskisson, Strategic Management: College

Competitiveness and Globalization, 7th Edition, bookstore
2007, Thomson South-Western, ISBN
0324316941
Simulation Capsim’s FOUNDATION simulation tool www.capsim.com
Case for Tutorial SIA - Singapore International Airlines: Strategy College

(by Thunderbird) With A Smile, Abstract and Case No. A07-01-0012 bookstore
Tutorial: Case Textbook’s Case Analysis Tutorial Via textbook web
Analysis site
Tool: Case Textbook’s Case Analysis Tutorial Textbook web
Presentation site
Tool: Financial Textbook’s Financial Analysis Exercises Via textbook web
Analysis site
The second part of your textbook contains a large number of cases. Chapters in the first part are:
Part I: Part II: Part III:

Strategic Management Inputs Strategic Actions: Strategic Actions:
Strategy Formulation Strategy Implementation
1. Strategic Management and Strategic 4. Business-Level Strategy 10. Corporate
Competitiveness 5. Competitive Rivalry and Governance
2. The External Environment: Competitive Dynamics 11. Organizational
Opportunities, Threats, Industry 6. Corporate-Level Strategy Structure and
Competition, and Competitor Analysis 7. Acquisition and Restructuring Controls
3. The Internal Environment: Resources, Strategies 12. Strategic Leadership
Capabilities, and Core Competencies 8. International Strategy 13. Strategic
9. Cooperative Strategy Entrepreneurship
4
As opposed to career academics professors, a businessman teaching at the MBA school has an unfair
advantage when it comes to textbooks: A senior career (tenure/tenure track) professor is in most cases
expected to write his own textbook. To differentiate, to satisfy his/her publisher’s “novel product” needs, and not
to be seen as plagiarizing, he/she almost of necessity has to present a particular angle. In contrast, in a field
like SM the last thing the student or real-life-business practitioner of SM needs is a particular angle; instead, you
want all the best from all the brightest. I don’t hesitate for a second to (fair use only!) give the students “the best
and brightest” material from multiple books by multiple authors, as I shall never publish an SM – or any other -
textbook (the engineering textbook publishing sins from my youth are forgotten long since!). On the other hand,
the expediency of a course imposes the need that I designate no more than one required textbook. My choice
in Materials is a pragmatic middle ground between different specific needs of mine (instructor) and of yours
(students) relative to a textbook and its supporting materials. I have done the current choice starting from a
consideration set with a number of excellent books such as those by (first author) Barney, Carpenter, David,
Dess, FT, Ghemawat, Hitt, Peng, Saloner, Thomson, Walker.

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Suggested Course Materials
Besides her industry trade sources, a CEO needs information from many sources – sources like
company reports to SEC, Wall Street Journal, Financial Times, Economist, Business Week,
Forbes, Fortune, Harvard Business Review, California Management Review, Sloan Management
Review, Academy of Management Perspectives, etc. The library’s business information center is
a superb starting point for finding even much more generic information, as well as for-pay-only
information (for example Moody’s, Hoovers, S&P, etc.). In the second part of your Textbook, on
pages Cx-Cxii you’ll find a very large number of pointers to other highly relevant sources.
Assignments & Academic Calendar
This section tells you the what and when specifics about the work you have to do to be successful
in this class. Mandatory requirements on how to do each of your (group and individual)
assignments are listed in the section Requirements.
Group Assignment: Simulation
You will use Capsim’s FOUNDATION computer simulation tool to hands-on integrate skills
acquired in your other courses. Though your group’s effort over a period of several years (each
year represented by a week’s simulation run) you will create a successful generic strategy for your
firm – all of that in competition against simulated firms led by other teams from your class.Every
firm begins from the same starting point, but your competitive success depend on business
decisions made by your and competitor groups/firms.
You will begin with a couple of solo and group practice runs - first against the computer, then
against the other groups. This will help you learn to play the game, and hopefully identify some
fatal strategies.
After that point, the simulation results count toward your final grade. As the simulation continues,
you will keep a record of decisions made, and the specific strategic reasons for those decisions.
Simulations are fun, but take the competition seriously – there are winners and losers in this game!
When the simulation ends, your group will prepare a final report (approximately 10 double-
spaced, typed pages) that outlines actions taken throughout the life of the simulation. The report
should include:
1. The firm’s mission statement.
2. Original strategic plan.
3. An environmental analysis – compare the status at the beginning and the end of the semester.
4. An internal analysis of strengths and weaknesses – compare the position of the firm at the
beginning and the end of the semester.
5. Deviations/alterations to the strategic plan throughout the simulation.
6. A listing and description of all decisions made, including assumptions made and justifications
for the decisions.
7. Evaluation of the firm’s successes and failures. What decisions were correct? What should
have been done differently? What strategies should be implemented for the future success of
the firm?

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Each firm group will then make a final presentation to the class regarding their final firm report.
Be able to defend your decisions and assumptions.
Finally, for your group’s simulation assignment you will individually and confidentially grade
each member of your group on participation and level of contributions.
Group Assignment: In-Class Presentation
Starting with Week 2, at the beginning of each class meeting, I will ask a group to run the class –
with me reserving the over-ride power at any point in class. To run the class competently you
must be prepared – especially since you will not know which group I will invite to step up until
the class actually starts.
I will email my PowerPoint slides for all weeks to all of you at the beginning of the course. Your
group may choose to use a content/tool/style/approach other than my PowerPoint slides – but you
must deliver at least as effective, complete, and coherent message related to the week’s class
meeting content as if you were using my slides.
On the day when you are called up to run the class, if you choose to show on the screen any
content other than my slides, you are required to email that content (or pointer/s/ to the web
page/s/) to myself and to all your classmates on the same day.
To “run the class” does not mean only your group taking up the air time. You must involve all
students in all activities we do in class - because your class is a very knowledgeable and hands-on
Board of Directors, I am the Chairman, and you are the presenters of all topics at this particular
Board meeting.
Individual Assignment: Strategic Analysis of the Firm
You will choose a DFW firm 5 from a randomly generated choice of about dozen firms. Only one
student can choose a given firm. Your research of this firm you require the use standard industry
databases and other sources available through the library, as well as the Dallas Morning News’
lists of major firms and its other news items about them. It might possibly also involve visits,
phone calls, and written communication to the firm.
Most strategic issues are non-routine and unstructured. This is your opportunity to use what you
have learned in lecture and other classes to solve the problems facing the firm you are doing your
analysis for case. The quality of analysis usually determines the quality of the solutions.
The sources of information about your firm are rich in detail, yet open-ended and incomplete.
Therefore, do not approach researching your firm as you would a approach reading a book chapter
or a magazine article. In order to derive maximum benefit, it is essential that you mentally "get
inside" the firm.
Outside research is expected. Only using the target company homepages, googling or using
similar web information is not enough. The best papers will show evidence of investigative
efforts and of synthesis and careful editing. They will also be insightful, going beyond the most
obvious lessons to draw out the story behind the story. Careful editing is expected. Simply “cut
and paste” sections will result in a very poor grade.
Your Strategic Analysis paper about this firm will consist of 5 sections listed below. The narrative
for each section will be minimum 3 pages; exhibits 6 at the end of the section (or at the end of the
whole paper) come on top of this 3 page (15 pages paper total) minimum.
5
Either with headquarters in the Metroplex, or sub of a U.S. firm, or sub of a foreign firm, or a fast track firm
6
Such as tables, graphs, figures, tables, appendices, references, etc.

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You will submit 2 copies of each section when due, and likewise 2 copies of the full paper. I will
grade one copy from the SM angle; the writing tutor will grade the other copy from the writing
competency angle.
Both my and the writing instructor’s grade for any single section will be conditional. At the end of
the semester, you will submit the Strategic Analysis paper. At this point, all writing errors will
have been corrected, and you may address deficiencies highlighted in the pages added before and
after the final form of the 5 sections.
Section 1 Section 2 Section 3 Section 4 Section 5 Full Paper

External analysis Complete a Identify the Discuss and Describe the Consisting of:
of the firm: value chain generic evaluate other structure and - Executive summary
Discuss the analysis of strategy of strategies the control systems in - Introduction - -
external the firm the firm and firm is use by the firm
Corrected and amended
environment of the including a evaluate the pursuing, such and evaluate the
sections 1-5
firm including the comprehensi fit with the as fit with
ve financial competitive diversification implementing the - Conclusion including
impact of the
analysis and environment , international generic strategy. your specific
stakeholders. recommendations
Discuss the identification and operations, or This means
of competitive alliances. identifying (minimum 1 page) for
competitive
competitive advantages. strategic the firm’s strategic plan.
environment of the
firm in detail. advantages. problems.
Individual Assignment: COMP-XM Simulation and Test
In the simulation assignment described above your group has been competing, as a firm, against
other groups/firms from your class. You definitely want to take intensive, hands-on participation
in that assignment, because:
In this, individual assignment, you will on your own – as a “firm of one” - do the same kind of
thing on a smaller scale, competing against other firms simulated by the computer.
At the end of this market battle you will be tested by the computer, with computer-generated
questions 7 tied to the specific details of your firm and of its market battle8 .
Individual Assignment: Participation In Class Discussions
You will be required to read a number of items as a preparation for each class meeting. When
reading the assigned material, your comprehension and lasting value will be greatly improved if
you take notes as you read – summarizing the material, comparing the reading with your
experiences, with earlier/other readings, etc.
You’ll maximize the take-away benefit if you, however briefly, talk about the readings with
members of your group before the class period. The well-prepared student comes to class at least
equipped with the knowledge of the readings and with a written outline on how to answer each of
the questions from the required materials.
7
Out of its gigantic “default” set of questions, and in the shuffled order
8
This in turn means that even for the same generic question, your correct answer is no way related to correct
answers by other classmates.

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You are required come to class fully prepared to discuss the subject matter for that particular class
meeting – both individually and as a group member if your group is running that particular class
meeting.
Fully prepared means that you have read as many times as necessary to understand the material,
and you are coming ready to actively partake in class discussion and in that manner definitely nail
down (not start looking at!) all your readings.
I will call on people at random if necessary to make sure that the quiet students have a chance.
This course is discussion driven, so please allow everyone a chance to speak and be heard – as the
class discussions are in essence a mini version of an “oral examination”.
Our class discussions require both an understanding and application of strategic management
concepts. Given the extensive group-based work, my previous experience suggested that this is
likely to be a key area of differentiation in your final grade.
"Do’s" for class discussions include keeping an open mind, relating your outside experience, and
being provocative but constructive. "Don'ts" include not making sudden topic changes,
recognizing the flow of discussion, not repeating yourself or others, and not "cutting" others to
"score points".
As a business man or woman in real life SM situations, you will want to have a superior, not
inferior knowledge and skills. To achieve this, to bridge the gap, your active participation in class
discussions is critical. I encourage to say, ask, confront, and extrapolate – to stretch the limits of
your thinking and understanding. I encourage you to consider bringing up the right-, mid-, and
left-angle views on topics. This course cannot afford to be politically correct in any (USA or
others’) sense – because while your business partners might speak so, they surely do not behave so
when it comes to signing contracts or collecting payments.
In the same time, class discussion can not turn a jungle of all manner of beast all wrestling
together in the same time. To prevent that, you must always adhere to two “default viewpoint”
ground rules:
1. You are a manager/executive who gets his salary in return for doing the best she can to
maximize the NPV of total future financial returns to her firm’s shareholders; and, within this
2. To the extent that national interests matter, you are 100% a U.S. patriot.
I strongly encourage you to bring up the viewpoints which do not adhere to 1. or 2. However, in
order to distinguish what do we actually stand for (and are being trained for in this class) as
opposed to what all manner of opponents or bystanders stand for, you must start your talk which
differs from 1. or 2. by first clearly stating something like “Constituents of some other interests
like XYZ might take position(s)/action(s)” – and then you continue what you believe might be
positions/actions of those constituents.

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Calendar
Class Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
AUGUST SEPTEMBER OCTOBER NOVEMBER
Before class on Tue
In class on Tue 21 28 4 11 18 25 2 9 16 23 30 6 13 20 27
In class on Thu 16 23 30 6 13 20 27 4 11 18 25 1 8 15
GROUP
Simulation practice Year 1 Year 2
Simulation Year 1 Year 2 Year 3 Year 4 J Year 5 Year 6 Year 7 Year 8 Report Debrief
Run class for chapter 1 2 3 4 5 6 7 8 9 10 11 12 13
Note C,P
STUDENT
Textbook chapt. read 1 2 3 4 5 6 7 8 9 10 11 12 13
Sttgc.Anal. due D Sec 1 Sec 2 Sec 3 Sec 4 Sec 5 Full
COMP-XM Simulation & Test
Note E, F G L
OTHER
Guest speaker Option Option Option Option Option Option Option Option Option Option Option Option Option
Review Simulation
Note A,B,N H M,Q
A Introductions: Nametags; Students; Professor; Course; Syllabus; Textbook; Simulation; DFW Firms; Guest speakers target subset
B Email to class: Course intro slides; Textbook chapters slides; List of DFW firms
C Roster: Groups and spokespersons; Guest speakers
D Roster: DFW firms for individual Strategic Analysis
E Read: Syllabus
F Simulation: Registration and solo rehearsals
G Simulation: Solo or group rehearsals
H Roster: Guest speakers
J Simulation: Strategy review and adjustment
K Evaluation: Peer evaluation sheet from the Syllabus
L Evaluation: Peer evaluation via Foundation simulation tool
M Wrap-up: Writing tutor gives grade book for the 3 rubrics to professor, for submission to Marilyn Kaplan.
N Simulation: Professor (1) registers (2) sets up No. of industries, (3) checks COMP-XM box, (4) gives students SIMID to reg for right section
P Simulation: Students (1) register and (2) pay for (a) simulation (single payment for both practice and "real") and (b) for COMP-XM
Q COMP-XM: Professor reports COMP-XM grade to Marilyn Kaplan

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Typical Class Agenda
Our work in the classroom will be very intensive. Our typical weekly lectures go beyond the bare
bones of the tangible learning objectives/outcomes goal, and will include a number of agenda
angles:
0. Zero-duration Hand over of written assignments

logistics Circulating the Attendance Sign-Up sheet
1. Topical current Perhaps more so than any other business course, mastering SM is organically tied
events in to experiences of real firms. We’ll touch upon one each in DFW/TX, USA,
metroplex/TX, abroad. These three brief, couple-of-minutes long parts of the class period serve as
USA and abroad the “for example” teasers for the topic of the week. See NOTE below.
2. Discussion of the This is where we’ll cover the chapter(s) from you textbook and any other material
Materials from the scheduled in the Calendar. Your before-class reading and substantial
current Calendar understanding of the assigned materials is essential for you to be able to maximally
week benefit from this part of the class period. See NOTE below.
3. Brain teasers To contain the exam burden for you and to have an expeditious class, we restrict
“beyond the ourselves to one textbook plus its related materials. However, SM being a very
sandbox of multi-headed hydra 9 , no single book covers tools & methods you might actually
Materials” find handy when you go back to “real life”. If/when pertinent, we’ll have a quick
required for the look at other relevant tools and methods, even though you will not be required to
week use them in your assignments and exam. See NOTE below.
4. Correlation of the In order to add the meat onto the bones of items 1.-3. above, here we’ll have a
week’s topics with chance to hear the real life personal business experiences related to the Material for
your experiences the current Calendar week – either at their tail end, or intertwined with 1.-3. See
NOTE below..
5. Recap of this This is the acid test for the class period: If you don’t come out of this part of the
week’s tools and class agenda with a quite good grasp of the key aspects of the tools and methods
methods for the week, you have likely not prepared well before the class. See NOTE
below.
6. Case presentation See Calendar; varies from week to week. Theory is nice, but the real business life
and discussion epitomized by our cases is where you prove your end-to-end mastery.
7. Ethical and legal Related to the current textbook chapter, case, and other relevant items from the
issues week’s class agenda
8. Next week Recap of assignments for next week
9. Guest speaker Optional; only in some weeks
10. Instructor’s How the students achieved their learning objectives
assessment
NOTE While I’ll always have the full content for this (just like any other) part of the
lecture, the more you are actively involved in class the more you’ll benefit – because experiential
learning of SM, just like any other learning, sinks way deeper than the sensory-surface one.
9
Which is one of the underlying causes for huge variability in performance of firms in the same industry

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GRADING
Grading Policy
Final Grade
Assignment Delivered By Points %

Simulation Group 20
In-Class Presentation 20
Strategic Analysis of a Firm Individual 20
COMP-XM Simulation and Test 20
In-Class Participation 20
Points From Professor Max Total 100
Writing Competency
In Strategic Analysis of a Firm Individual (graded by Writing Tutor) 3
FINAL GRADE MAX GRAND TOTAL 103 100%
A+ 97% and up A 94%-96% A- 90%-93%

B+ 87%-89% B 84%-86% B- 80%-83%
C+ 77%-79% C 74%-76% C- 70%-73%
D+ 67%-69% D 64%-66% D- 60%-63%
F 59% and below
Each item you submit for grading will be returned to you graded in 7 days or less.
Grade Component – Group Assignment: Simulation

The Simulation grade component consists of:
20% Simulation results
20% Individual participation in the simulation (From the peer evaluations)
60% Final Report – with its aspects further broken down thus:
Excellent Good Fair Missing

Mission Statement Graphic, Directional, Flexible, Focused 10% 8% 6% 0%
External Analysis Stakeholder Analysis 10% 8% 6% 0%
Competitive Analysis 10% 8% 6% 0%
Internal Analysis Value Chain Analysis 10% 8% 6% 0%
Financial Analysis 10% 8% 6% 0%
Generic Strategy Generic strategy fit 10% 8% 6% 0%
Explanation of variance from strategy 10% 8% 6% 0%
Culture 5% 4% 2% 0%
Leadership 5% 4% 2% 0%
Implementation 10% 8% 6% 0%
Paper Format and Presentation 10% 8% 6% 0%
100%

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Grade Component – Group Assignment: In-Class Presentation
Your presentation (i.e. running the class meeting) must substantially involve all members of your
group. I will assess your presentation as excellent, good, mediocre, or fail. Everybody in the
group gets the same grade, unless I decide that someone was a free rider, to whom I’ll then assign
a lower grade.
Excellent Good Mediocre Fail

100% 80% 60% 0%
Grade Component – Individual Assignment: Strategic Analysis of the Firm
Excellent Good Fair Missing

External Environment &
External Analysis 10% 8% 6% 0%
Stakeholder Analysis
Competitive Analysis 10% 8% 6% 0%
10%
Internal Analysis Value Chain Analysis 8% 6% 0%
Financial Analysis 10% 8% 6% 0%
Mission Statement Analysis 10% 8% 6% 0%
Generic Strategy Generic strategy fit 10% 8% 6% 0%

Explanation of variance from
10% 8% 6% 0%
strategy
Diversification, International
Other Strategic Options 5% 4% 3% 0%
Business, Alliances
Implementation Culture, Structure, Control Systems 5% 4% 3% 0%
Strategic
10% 8% 6% 0%
Recommendations
Paper Format & Presentation 10% 8% 6% 0%
Grade Component – Individual Assignment: COMP-XM Simulation and Test
Simulation Test
50% 50%
Grade Component – Individual Assignment: In-Class Participation
Excellent Good Mediocre Mostly Missing

100% 80% 60% 0%
The Excellent, Good, and Mediocre are:

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A. Attends the class B. Contributes to C. Demonstrates

class discussion understanding and
insights
Excellent Consistently Consistently Superior
Good Consistently Consistently Occasionally
Mediocre Inconsistently Inconsistently Rarely
You are allowed 3 excused absences from class. After that, each absence results in a reduction of 5
points from your final grade.
I will assess B and C by considering the aspects such as
• Are the points that have been made relevant to the discussion?
• Are the points simple recitations of case facts, or have new implications been drawn?
• Is there evidence of analysis rather than mere expression of opinions?
• Are the comments linked to those of others?
• Did the contribution further the class' understanding of the issue?
I will downgrade your participation grade if, in the attempt to boost it, you waste the airtime of the
class with non-pertinent statements, or ask for the information that stares at you in the readings. In
the same time I am encouraging pertinent exploratory questions/thoughts – as thinking beyond the
sandbox is one of the crucial differentiating skills of an able general manager.
Grade Component – Individual Assignment: Writing Competency
Your writing communications capabilities will be graded by a writing tutor, up to a maximum 10

points.
You must make an appointment with the writing tutor if your score is 5 or under. You must re-
write your paper and re-submit it to your writing tutor if your score is zero in any of the criteria A-
E, or your score is 6 or under. You can choose to rewrite your paper if your score is 7 and above.
All rewritten papers must be stapled on top of the original paper and submitted no later than the
following week.
1. You will write a firm case analysis draft using appropriate organization, mechanics, &
style. Grading will utilize this rubric:
Points 0 1 2 Your
Criteria Score
Several grammar One or two
A. Grammar No mistakes
errors errors
Multiple spelling One or two No spelling
B. Spelling
errors errors errors
Below average Good word Excellent word
C. Word Choice
word choices choices choices
D. Paragraph/Sentence Good Very well
Poor organization
Organization and Flow organization organized
E. Professional Style Poor Acceptable Excellent
TOTAL MAXIMUM 10 YOUR
POINTS TOTAL:

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2. You will write a firm case analysis draft gathering, incorporating and interpreting source
material in their writing. Grading will utilize this rubric:
Points 0 1 2-3 Your

Criteria Score
A. Citation of Sources, In Missing citations Minor errors in Correct citation
Text citations of sources
B. Works Cited Page Missing entries Minor errors Correct citation
C. Incorporation of Floating quotations Slightly choppy Seamless
quotations integration integration
D. Presentation of data Numerical data Some use of Clear tables &
mixed in paragraph tables & charts charts
form
POINTS TOTAL:
3. You will write a firm case analysis draft using effective written arguments. Grading will
utilize this rubric:
Points 0 1 2-3 Your

Criteria Score
Thesis statement Thesis not Thesis stated but Thesis is clearly
identified not precisely stated
Evidence presented No supporting Support is vague Evidence
evidence logically
supports
argument
Argument Flow and Poor organization Good Very Well
Organization organization organized
Solutions proposed No solutions Solutions are Solutions are
offered vague specific
POINTS TOTAL:
GUEST SPEAKERS
Guest Speakers
We will not be showing videos – there’s more than ample content of that sort on cable TV
channels. Instead, we’ll bring several guest speakers, distinguished business executives, who on a
day-to-day basis practice in their firms what we well preach in this course. You’ll benefit much
more from this, as a guest speaker will engage in a two-way interaction with you in the classroom.
Last year’s guests in my classroom – click here to see them all in action in my classroom - were
top executives from Datamatic, First Southwest, Innner Wireless, InterWest, Jenkens & Gilchrist,
Mary Kay, McKinsey, Michael & Partners, Perot Systems, Sabre, Sevin Rosen, Texas Capital
Bank, Texas Instruments, U.S. State Dept., Zyvex.
And click here to see the list of some other potential guest speakers whose corporate affiliations
also include Akin Gump, American Airlines, AT&T, Bank of Texas, Brazos PE, Cadbury
Schweppes, Cincinati Bell, Dallas Fed, DFW Airport, Dresser, EDS, Huawei, Huffines
Communities, Hunt Equities, International Capital, Nokia, PriceWaterhouseCoopers, Prudent
Bear, Startech Early Ventures, Sychip, TSMC

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HOW
Requirements
Unless a specific Requirement clearly indicates otherwise, all Requirements are applicable to each
Assignment. Requirements are not listed in any specific order.
Requirement: Writing Requirement
Each student is required by the University to complete a minimum of 15 pages of writing to be

graded for organization, mechanics, style, use of source material, and effectiveness of arguments.
Because of this you have to submit 2 copies of all written assignments – one for me, one for the
writing tutor. A writing tutor will grade the assignments for the criteria from the paragraph above.
Any papers receiving a failing grade from the writing tutor must be rewritten, and resubmitted,
attached to the original. Any papers that receive a passing grade, but are not perfect 10s MAY be
rewritten to improve the student’s grade.
Requirement: CEO Addressing the Board
I’m pretty sure that, after you’re done with this “21st Century CEO Bootcamp” course, and
whatever you might have thought earlier, you will think that American CEOs are under-paid. The
real life CEOs deserve such pay because of the hefty returns to shareholders; and to generate these
they put in an incredible number of hours of extremely hard work. To successfully complete this
course and be ready to start climbing up the corporate ladder towards that CEO corner office, you
will likewise have put in a very large number of hours of extremely hard work.
Interests of company’s shareholders are represented by the Board of Directors 10 . The job of the
CEO can be summed up by envisaging him/her, at every major juncture, appearing before the
Board to present the current “State of the Union” highlights and lowlights 11 , main options going
forward, criteria for selecting the option he/she is actually going to implement, and specifically
how is that to be done – all with the always same goal of sustainably generating a top-gun-level
returns to shareholders. Each assignment for you, the student of the CEO craft, is one of these
major junctures.
The Board is not a passive play audience in situations like these – instead, it actively engages in a
discussion with the CEO. An independent, outsider Chairman of the Board is a conductor of the
whole affair. For you, the student, the whole class is the board, and I am the Chairman.
Requirement: Time Committment
This course requires extensive readings, active discussions, and diligent attention to the exercises.
Each student will be expected to spend several hours a week on this course in addition to class
time. If a student cannot commit this amount of time and effort on this course, he or she must
realize that it may be very difficult to earn a good – or event a passing - grade. Failure to fully
10
ISS rates this Board as perfect: Except for you, all other directors are independent (i.e. not employees of the
firm). They are all very experienced and knowledgeable, as well as hands-on and inquisitive. And they are
focused on the long-term outcomes, meaning that they worry about the next quarter only to the extent that it
might substantially impact the ability to live or successfully achieve the longer-term outcomes.
11
As opposed to politicians, who never bluntly bring out the lowlights

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prepare for class is also a detriment to one's fellow students. It is the student's responsibility to
thoroughly read the syllabus, fully understand all the requirements, and keep track of all the
important dates in order to be succeed.
Requirement: Full Spectrum Coverage
It is true that some of you individual or team assignments might require looking at the parts of the
Materials which we have not had a chance to cover in class yet – which means that some segments
of your sailing will be in the uncharted waters. Not to worry (much), in this aspect too the class
fairly well mimics the uncertainties of the real business life. The alternative – to sit still up until it
gets charted/we get there – is akin to investing all your retirement savings in government bonds –
fairly safe (esp. if TIPS) but with very low reward. In all risky, uncertain markets, right and
timely information is pure gold. You have it in your hands – it’s your textbook and other
Materials. If you at least skim through all of it at the very beginning of the course, you’re more
likely to turn more of your gold options into lots of real cash or real glittery metal.
Requirement: Ethical and Legal Issues
Irrespective of the core issue(s) they deal with, all assignments you do - individually or in a group,
written or not - must also include your reflection on the key legal and ethical standards of the
society pertinent for the situation at hand. If there is more than one society – for example, more
than one country – there might well be more than one set of such standards.
You must project these standards on the stakeholders, current situation, and your proposals for the
firm’s strategy. For more details about check the second goal in the section Student Learning
Objectives/Outcomes.
Requirement: Class Attendance
To be able to contribute to class discussions your class attendance is required. You will not be
penalized for up to two absences; after that, the part of your grade for your Contribution to class
discussions will be jeopardized. Only under extenuating circumstances, such as medically
documented sickness, death in the immediate family, and participation in a University-sponsored
activity, will absences be excused beyond the first two.
Requirement: After Each Class Session
Try to follow the proverb “iron is wrought while it’s hot”, and after your class is over – ideally no
later than the next day – go over your class notes and all materials covered in class. Students who
have actually have done so have found a return in form of high grades and high bring-to-
workplace skills on this very small – but properly timed! – investment.
Requirement: How to Write
The key for your successful writing is to analyze and synthesize, while minimizing description
and restatement of facts. Use the SM tools and methods from the course, plus tools and methods
from other sources if you wish. Exhibits should provide the facts & figures ammunition to your
written analysis weapon. Although they are located after the analysis, the exhibits – which contain
facts, numbers, tables, spreadsheets, figures – are the foundation for your (subsequent in terms of
derivation, but located at the beginning of the paper) written analysis. Your exhibits should be a

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digest, boiling down of the sea of facts & figures from your research into the most pertinent,
succinct – but still no more than – facts & figures. Written analysis is that, textual analysis, the
recorded systematic thought process of analysis and conclusions/recommendations.
This distinction between what goes in the exhibits and what goes into your written analysis is
critical. For a reader of your paper who is an old pro in the industry (or even an insider of the firm
you are analyzing), even the digest of facts & figures from your exhibits is something she knows
by heart; she would likely only read your analysis to find out what do you suggest as the way
forward. On the other hand, if you hired a smart and diligent high school senior as your research
assistant, you might reasonably assume that he could boil down the facts & figures of your (or his,
on your behalf) research into sensible exhibits; but it would take your hand of the “pro” – to then
synthesize the “go forward” thinking and record it in the physical form of your analysis.
Here’s another helpful differentiator: Your analysis flows sequentially. Were it shorter, you could
tell it as a narrative to a reasonably cognizant professional while walking together, without any
paper, and she would get it. In contrast, your exhibits contain dispersed information. To grasp it,
one has to have the paper in front of his eyes (no walk in park!) – and the eyes keep jumping back-
and-forth across the exhibits page(s) when trying to comprehend what’s recorded in those
spreadsheets, tables, figures, or bullets.
Your paper will likely contain many angles, rightly so. One angle you may not omit is the
financial one. While the bare bones $$ figures are not the only highly relevant aspect of a
business – just think how Internet/Web technology surprised Microsoft in 1990’s, how Boeing
faced a series of CEO/top brass ethics issues on early 2000’s, or how Chinese government
regulation and corruption make or break many a Western firm’s success there today – they are a
critical ingredient which may not be omitted from your analysis.
When thinking about the $$ figures, as an able CEO/general manager you recall that – as opposed
to day traders or technical analysts – your thinking of how to “get there” starts with the non-$$
figures, like volumes, hours, capacities, throughputs, rates, (market) shares, etc. And as any other
CEO/general manager you also know this key difference: Many a Monday-morning quarterback
employee may talk about the firm’s strategy at the water cooler, without even knowing the key ($$
or non-$$) figures underpinning it; your firm’s strategy department team (if you have one) does
see these figures; but the do not own them – i.e. their compensation does not depend on what the
future figures turn our to be; it’s you, the skipper, who both knows the numbers and owns them –
i.e. most of your compensation is (at least in a well run firm) tied to how the future figures turn
our to be.
Requirement: Works of Others
You are required to acknowledge all you sources and references, in text and in the list of
references at the end. List sources for non-obvious data in your slides and spreadsheets. Choose a
well-known public format and style you prefer for your written work – for citations and formatting
in general– and list that source in your references. If you are not sure which one to choose, go
with relevant parts of the Academy of Management Journal’s Style Guide For Authors .
Do not infringe any of the Academic Integrity policies, as it will have a substantial negative
impact on your grade.
Requirement: How to Deliver Your Writings
You will submit two separately stapled hardcopies of your written assignments (one copy for the
professor, the other for the writing tutor) in-person in-class, before the class starts. If you are not
in class that day, please have a classmate give to me on your behalf.

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Requirement: Group Talking to Class
All members of a study group must be involved in the presentation of the group’s deliverables.
Each team member must present a segment of your presentation.
After you have talked, be prepared to receive questions regarding your assumptions, your use of
data, your conclusions, your logic, and your recommendations. Other class members may not
agree with your analysis. Your instructor may challenge your evaluation of environmental or
internal characteristics. Do not become defensive. This is a natural part of the process. You are
being asked to think on your feet and demonstrate that you have a deep understanding of the case
issues. All team members should participate in the question and answer session. My rigorous
probing instructor reflects the high expectations that I have for the class. Everyone learns from this
experience, even class members who are not presenting.
Make sure that you work with the school administration/support staff on time, in days and hours
before the class starts, to ensure that the technology works the way need it for your delivery during
the class period. I am out of that loop; but I do expect the right delivery from you.
Requirement: Name Tags
To facilitate my and your colleagues’ matching of names and faces, every week you are required
to you have a placard with your name on your desk in class. Choose only one of your: first name,
last name, or nickname; if two persons choose the same name, please add an A, or B, etc after the
name. You are expected to always sit in the same place in class.
Requirement: Study Group
You will cluster on your own in groups, each with 6 students, and bring me the group rosters to
Week 2 Tuesday lecture.
If you have a choice, I suggest that you aim at having maximum diversity in each group. Your
study group is typically a tremendously suitable ground for cross-fertilization of knowledge and
experiences – which is relevant for SM perhaps more than for any other course you take. Make
the full use of it!
All groups have hiring and firing capabilities. Individuals have the ability to resign a group.
However, every student must belong to a group. If you have conflicts with your group, you may
resign – but you must interview and find a position with another group. Conversely, groups may
discharge members, but the students fired from a group must find another group. I have found this
method greatly reduces social loafing. You will be evaluated by your peers – no slackers allowed!
At the end of the semester, each student will rate the performance of their fellow team members.
This rating will be used to determine for individual student grades for group assignments.
WHY
What is Strategic Management (SM)
Consider a college graduate contemplating a marriage. Many would believe that a future spouse
with a good character would be preferable; likewise regarding his/her agreeable personality; and
similar values; and good looks; and similar interests; and an adequate economic status; and similar
plans about growing the family; and pleasant parents and siblings; etc. – you get the point.
As our graduate thinks of several potential spouses he or she really knows (and none of them are
perfect in all of these aspects), he or she (and at least as much his/her parents) will for each

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candidate wonder if it is the right one for a healthy, successful, life-long marriage. Individual
pieces of the mosaic might appear “above par” or better in their own right, but it is the overall
picture that makes our graduate wonder.
In a similar manner, while many people (and even many physicians) would instinctively explain
“healthy” as “not having any maladies”, a psychiatrists would ask for a “stable, successful long-
term normal functioning” icing on top of the “no maladies” cake in order to proclaim someone
“healthy” (perhaps rendering not so small percentage of human population not quite healthy!).
Strategic Management (SM) is substantially similar to this icing on the cake or the overall mosaic:
It is about analyzing, planning, organizing, and executing everything an organization does or has,
both internally and vs. its environment, in order to maximize its competitive advantage for the
long-term success – making it an all-time champ. Note that some use the terms business policy or
simply strategy when referring to what most nowadays call SM.
Ever since the world has “gone flat” 12 , majority of firms, large and small, cannot afford to view its
national market as the boundaries of its playfield. Instead, the global mindset for driving a firm’s
strategic agenda should be a default – and is a default in this course.
External validation of your firm’s all-time champ competitive performance are high and
increasing economic profits, matched with the like cash flows, accounting profits, and stock price
– and all of that over a long time horizon. But this external validation comes after-the-fact, when
everybody has a 20:20 vision.
The question this course focuses on is how a general manager should, beforehand, deal with the
firm’s value web players and their respective powers, use the skills from other courses courses,
and harness all functional areas of the firm, all in a manner that leads to the firm’s performance
which then gets, after-the-fact, this external validation of an all-time champ.
Looking at a firm’s internal and external value web players, carrying out SM in an all-time champ
manner obviously has to do with customers, who provide revenue dollars in exchange for the
firm’s products (experience); with other competitor firms, each aiming to the sale to these
customers; suppliers and other private and government organizations with which our firm also
deals 13 ; the labor cost of, and business choices done by, the firm’s employees and their managers;
the “next level” contributions of the firm’s innovators; the predictability and reliability of the
firm’s “operations engine” with all attendant people and processes; the decisions of the firm’s
officers who legally represent the firm to outsiders on the day-to-day basis; outside people
interested in your firm on behalf of the state or society; the decisions of the firm’s board of
directors; shareholders, bankers and other sources of our firm’s capital. Quite a jungle to be an
all-time champ in!
Looking at the other courses, SM is the catalyst for most other separate, clear-cut areas which deal
with much more specific, well-defined things – such as deferred taxes in accounting; contracts in
business law; supply/demand in economics; first mover advantage in entrepreneurship; capital
budgeting in finance; gross margin in sales & marketing; Myers-Briggs in organizational
behavior; scheduling in quantitative methods; etc.
Finally, looking at functional areas of a firm, SM is again the catalyst for these clear-cut areas,
which likewise deal with well defined thigs – like WACC in F&A, churn rate in HR, processes in
IT, inventories in manufacturing, share in marketing, productivity in operations, standards in
12
Largely due to the whole world having more or less “gone into capitalism”; plus ubiquitous, simple, and
affordable communications infrastructure like global fiber-optics links, broadband, internet/web, cable/satellite
TV, mobile phones, and global air travel. All of this is described quite well in Tom Friedman’s book “The World
Is Flat”.
13
For an example, just think of hundreds of millions Microsoft spent fending off the Dept.of Justice lawsuits

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procurement, defect rate in quality, patents in R&D, territory/quota in sales, customer sat in
service, capex in technology, etc.
Your other courses have equipped you with the skills relevant for these functional areas. The SM
course is equipping you for the role of the general manager, who harnesses all functional areas.
SM being a catalyst and glue, its toolset is of necessity more diverse, experiential, eclectic, and
even more heuristic than the toolset of any individual area listed above. As for its flavor, it is
much more like the Lewis and Clark’s heroic journey than the perhaps equally heroic re-building
of the New Orleans levees.
How Relevant Are SM Skills For Your Job?
SM skills are enormously relevant for your job –both if you are an insider in any firm – public, or
privately held, or a non-profit – where your role might be
Your role For example as

Board Chair, Member
Officer CEO, President, General Manager, Other senior executive
“Marshal’s baton” If you feel like a “soldier with a marshal’s baton in the
backpack” 14 ,
Manager SM need not be your No. 1 job, but you’d better help implement it
Employee You’d better understand SM as not to breach the firm’s key focus
or if you are “on the other side of the fence”, in a service industry role like
Your role For example at

Investor Sequoia (VC), or Carlyle (PE firm)
Banker Goldman Sachs, Comerica, etc.
Analyst FirstCall, Moody’s, etc
Consultant McKinsey, E&Y, etc.
This course will expose you to, and involve you with, firms of different sizes, from small to
planet’s largest; single- and multi-business; in different industries, both in service and in
manufacturing; domestic and international. 15
14
Napoleon’s description of his soldiers leadership skills
15
This diversity does matter for your career, since you’re likely to move around in this multi-dimensional space.
Even if you stay put for your whole career with one firm, understanding this broad space is critically important
for you – if in doubt, just think was that kind of capability relevant for life-long managers in GE (as it evolved
from focus on plastics and big box appliances to “imagination at work”), Nokia (as it moved from paper pulp to
mobile phones), or TI (as it moved from seismic testing services to manufacturing chips). If you want to boil
these down to one simple paradigm, you can view the SM course as the capstone in preparation for a role of a
president – of your little 3-person private business, or of a Fortune 500 firm – or a board member of any firm
whose industry is not an alien planet to you.

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ABOUT YOUR PROFESSOR

About Your Professor
My basic viewpoint in guiding our journey through this course will be that of
the business executive. I’ll try to convey some of the learnings from my 30-
year long “been there, done that” business experiences, such as
Leadership - leading business from $1B+ to startups; growing a startup to

60% market share; serving on corporate boards; serving on post-Sarbanes-
Oxley audit committee; in public blue chips, privately held firms,
international JVs, and in the public sector; going public, going private; in
general management and in functional areas like M&A, strategy, sales,
marketing, engineering, technology, R&D;
Cross-Industry – angel investor in early stage firms; living in 6 and doing business in some 30
countries; in the developed and in the developing world; in aerospace, consulting, electronics,
military, semiconductor, services, telecom, wholesale trade; mentoring best MBA students;
speaking at leading MBA programs.
If you want to find out more about me, click on my bio, speeches, service, publications, honors .
For my public record samples click on the Wall Street Journal or the Dallas Business Journal ones.
ACKNOWLEDGEMENTS
Acknowledgements
The overall spirit of the syllabus has been greatly influenced by my teacher-friend Gordon Walker.
Syllabi of professors Dess, Kaplan, Lee, Majumdar, Markoczy, and Peng provided some building
blocks for the current one. As usually, my gratitude is also due to my outsourced admin who
saved me millions of minutes while ably transforming my chunks of raw materials into this final
integrated form.
UTD POLICIES
Course & Instructor Policies
Apart from requirements embedded in sections above, there are no other course- or instructor-
specific policies.
Field Trip Policies

There are no field trips in this course
Student Conduct and Discipline
The University of Texas System and The University of Texas at Dallas have rules and regulations
for the orderly and efficient conduct of their business. It is the responsibility of each student and
each student organization to be knowledgeable about the rules and regulations which govern
student conduct and activities. General information on student conduct and discipline is contained

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in the UTD publication, A to Z Guide, which is provided to all registered students each academic
year.
The University of Texas at Dallas administers student discipline within the procedures of
recognized and established due process. Procedures are defined and described in the Rules and
Regulations, Board of Regents, The University of Texas System, Part 1, Chapter VI, Section 3, and
in Title V, Rules on Student Services and Activities of the university’s Handbook of Operating
Procedures. Copies of these rules and regulations are available to students in the Office of the
Dean of Students, where staff members are available to assist students in interpreting the rules and
regulations (SU 1.602, 972/883-6391).
A student at the university neither loses the rights nor escapes the responsibilities of citizenship.
He or she is expected to obey federal, state, and local laws as well as the Regents’ Rules,
university regulations, and administrative rules. Students are subject to discipline for violating the
standards of conduct whether such conduct takes place on or off campus, or whether civil or
criminal penalties are also imposed for such conduct.
Academic Integrity
The faculty expects from its students a high level of responsibility and academic honesty. Because
the value of an academic degree depends upon the absolute integrity of the work done by the
student for that degree, it is imperative that a student demonstrates a high standard of individual
honor in his or her scholastic work.
Scholastic dishonesty includes, but is not limited to, statements, acts or omissions related to
applications for enrollment or the award of a degree, and/or the submission as one’s own work or
material that is not one’s own. As a general rule, scholastic dishonesty involves one of the
following acts: cheating, plagiarism, collusion and/or falsifying academic records. Students
suspected of academic dishonesty are subject to disciplinary proceedings.
Plagiarism, especially from the web, from portions of papers for other classes, and from any other
source is unacceptable and will be dealt with under the university’s policy on plagiarism (see
general catalog for details). This course will use the resources of www.turnitin.com, which
searches the web for possible plagiarism and is over 90% effective.
Email Use
The University of Texas at Dallas recognizes the value and efficiency of communication between
faculty/staff and students through electronic mail. At the same time, email raises some issues
concerning security and the identity of each individual in an email exchange. The university
encourages all official student email correspondence be sent only to a student’s U.T. Dallas email
address and that faculty and staff consider email from students official only if it originates from a
UTD student account. This allows the university to maintain a high degree of confidence in the
identity of all individual corresponding and the security of the transmitted information. UTD
furnishes each student with a free email account that is to be used in all communication with
university personnel. The Department of Information Resources at U.T. Dallas provides a method
for students to have their U.T. Dallas mail forwarded to other accounts.
Withdrawal From Class
The administration of this institution has set deadlines for withdrawal of any college-level courses.
These dates and times are published in that semester's course catalog. Administration procedures
must be followed. It is the student's responsibility to handle withdrawal requirements from any
class. In other words, I cannot drop or withdraw any student. You must do the proper paperwork
to ensure that you will not receive a final grade of "F" in a course if you choose not to attend the
class once you are enrolled.

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Student Grievance Procedure
Procedures for student grievances are found in Title V, Rules on Student Services and Activities,
of the university’s Handbook of Operating Procedures.
In attempting to resolve any student grievance regarding grades, evaluations, or other fulfillments
of academic responsibility, it is the obligation of the student first to make a serious effort to
resolve the matter with the instructor, supervisor, administrator, or committee with whom the
grievance originates (hereafter called “the respondent”). Individual faculty members retain
primary responsibility for assigning grades and evaluations. If the matter cannot be resolved at
that level, the grievance must be submitted in writing to the respondent with a copy of the
respondent’s School Dean. If the matter is not resolved by the written response provided by the
respondent, the student may submit a written appeal to the School Dean. If the grievance is not
resolved by the School Dean’s decision, the student may make a written appeal to the Dean of
Graduate or Undergraduate Education, and the deal will appoint and convene an Academic
Appeals Panel. The decision of the Academic Appeals Panel is final. The results of the academic
appeals process will be distributed to all involved parties.
Copies of these rules and regulations are available to students in the Office of the Dean of
Students, where staff members are available to assist students in interpreting the rules and
regulations.
Incomplete Grade Policy
As per university policy, incomplete grades will be granted only for work unavoidably missed at
the semester’s end and only if 70% of the course work has been completed. An incomplete grade
must be resolved within eight (8) weeks from the first day of the subsequent long semester. If the
required work to complete the course and to remove the incomplete grade is not submitted by the
specified deadline, the incomplete grade is changed automatically to a grade of F.
Disability Services
The goal of Disability Services is to provide students with disabilities educational opportunities
equal to those of their non-disabled peers. Disability Services is located in room 1.610 in the
Student Union. Office hours are Monday and Thursday, 8:30 a.m. to 6:30 p.m.; Tuesday and
Wednesday, 8:30 a.m. to 7:30 p.m.; and Friday, 8:30 a.m. to 5:30 p.m.
The contact information for the Office of Disability Services is:

The University of Texas at Dallas, SU 22
PO Box 830688
Richardson, Texas 75083-0688
(972) 883-2098 (voice or TTY)
Essentially, the law requires that colleges and universities make those reasonable adjustments
necessary to eliminate discrimination on the basis of disability. For example, it may be necessary
to remove classroom prohibitions against tape recorders or animals (in the case of dog guides) for
students who are blind. Occasionally an assignment requirement may be substituted (for example,
a research paper versus an oral presentation for a student who is hearing impaired). Classes
enrolled students with mobility impairments may have to be rescheduled in accessible facilities.
The college or university may need to provide special services such as registration, note-taking, or
mobility assistance.
It is the student’s responsibility to notify his or her professors of the need for such an
accommodation. Disability Services provides students with letters to present to faculty members

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to verify that the student has a disability and needs accommodations. Individuals requiring special
accommodation should contact the professor after class or during office hours.
Disability Religious Holy Days Services
The University of Texas at Dallas will excuse a student from class or other required activities for
the travel to and observance of a religious holy day for a religion whose places of worship are
exempt from property tax under Section 11.20, Tax Code, Texas Code Annotated.
The student is encouraged to notify the instructor or activity sponsor as soon as possible regarding
the absence, preferably in advance of the assignment. The student, so excused, will be allowed to
take the exam or complete the assignment within a reasonable time after the absence: a period
equal to the length of the absence, up to a maximum of one week. A student who notifies the
instructor and completes any missed exam or assignment may not be penalized for the absence. A
student who fails to complete the exam or assignment within the prescribed period may receive a
failing grade for that exam or assignment.
If a student or an instructor disagrees about the nature of the absence [i.e., for the purpose of
observing a religious holy day] or if there is similar disagreement about whether the student has
been given a reasonable time to complete any missed assignments or examinations, either the
student or the instructor may request a ruling from the chief executive officer of the institution, or
his or her designee. The chief executive officer or designee must take into account the legislative
intent of TEC 51.911(b), and the student and instructor will abide by the decision of the chief
executive officer or designee.
Off-Campus Instruction and Course Activities
Off-campus, out-of-state, and foreign instruction and activities are subject to state law and
University policies and procedures regarding travel and risk-related activities. Information
regarding these rules and regulations may be found at the website address given below. For
additional information from the office of the school dean click here.

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PEER EVALUATION FORM
Peer Evaluation Form
Submitted by: ______________________
Date: ______________________
Using the scale 5-to-0 (5 = superior, 0 = no contribution) this is how I rank the contribution by
my STUDY GROUP members (excluding myself) to our group’s work/results OUTSIDE
classroom: (You don’t have to fill in all boxes)
My In-Class Case Full-Size Case Full-Size Case

Study Group Discussion Lead Paper Presentation
Member RANKING RANKING RANKING
NAME
Using the scale 5-to-0 (5 = superior, 0 = no contribution) this is how I rank the contribution of
ANY STUDENT (excluding myself) to the totality of the IN-CLASS discussions (Limit: five names)
Student Contribution to class discussions

Name RANKING
DISCLAIMER
These descriptions and timelines are subject to change at the discretion of the Professor.

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DETAILED TABLE OF CONTENTS

Course Information 1
Professor Contact Information 1
Course Abstract 1
Course Pre-requisites, Co-requisites, and/or Other Restrictions 2
Student Learning Objectives/Outcomes 3
Required Textbooks and Materials 4
Suggested Course Materials 5
Assignments & Academic Calendar 5
Group Assignment: Simulation 5
Group Assignment: In-Class Presentation 6
Individual Assignment: Strategic Analysis of the Firm 6
Individual Assignment: COMP-XM Simulation and Test 7
Individual Assignment: Participation In Class Discussions 7
Calendar 9
Typical Class Agenda 10
Grading Policy 11
Final Grade 11
Grade Component – Group Assignment: Simulation 11
Grade Component – Group Assignment: In-Class Presentation 12
Grade Component – Individual Assignment: Strategic Analysis of the Firm 12
Grade Component – Individual Assignment: COMP-XM Simulation and Test 12
Grade Component – Individual Assignment: In-Class Participation 12
Grade Component – Individual Assignment: Writing Competency 13
Guest Speakers 14
Requirements 15
Requirement: Writing Requirement 15
Requirement: CEO Addressing the Board 15
Requirement: Time Committment 15
Requirement: Full Spectrum Coverage 16
Requirement: Ethical and Legal Issues 16
Requirement: Class Attendance 16
Requirement: After Each Class Session 16
Requirement: How to Write 16
Requirement: Works of Others 17
Requirement: How to Deliver Your Writings 17
Requirement: Group Talking to Class 18
Requirement: Name Tags 18
Requirement: Study Group 18
What is Strategic Management (SM) 18
How Relevant Are SM Skills For Your Job? 20
About Your Professor 21
Course & Instructor Policies 21
Field Trip Policies 21
Student Conduct and Discipline 21
Academic Integrity 22
Email Use 22
Withdrawal From Class 22
Student Grievance Procedure 23
Incomplete Grade Policy 23
Disability Services 23
Disability Religious Holy Days Services 24
Off-Campus Instruction and Course Activities 24
Peer Evaluation Form 25
DETAILED TABLE OF CONTENTS 26
BRIEF TABLE OF CONTENTS: 27

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BRIEF TABLE OF CONTENTS:
Course Information 1
Professor Contact Information 1
Course Abstract 1
Course Pre-requisites, Co-requisites, and/or Other Restrictions 2
Student Learning Objectives/Outcomes 3
Required Textbooks and Materials 4
Suggested Course Materials 5
Assignments & Academic Calendar 5
Grading Policy 11
Guest Speakers 14
Requirements 15
What is Strategic Management (SM) 18
How Relevant Are SM Skills For Your Job? 20
About Your Professor 21
Course & Instructor Policies 21
Peer Evaluation Form 25
DETAILED TABLE OF CONTENTS 26
BRIEF TABLE OF CONTENTS: 27

UT Dallas Syllabus For Ba4305.501.07f Taught by Ray Miles (rrm064000)

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UT Dallas Syllabus For Ba4305.501.07f Taught by Ray Miles (rrm064000)

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WHAT & WHEN

Title Strategic Management

Professor Contact Information

Name Ray Miles

Course Syllabus Strategic Management BA 4305 Fall 2007 Page 1

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

Course Syllabus Strategic Management BA 4305 Fall 2007 Page 2

Student Learning Objectives/Outcomes

Course Syllabus Strategic Management BA 4305 Fall 2007 Page 3

Required Textbooks and Materials

Category Item Available from

Textbook 4 Hitt, Ireland, Hoskisson, Strategic Management: College

Simulation Capsim’s FOUNDATION simulation tool www.capsim.com

Case for Tutorial SIA - Singapore International Airlines: Strategy College

Part I: Part II: Part III:

Course Syllabus Strategic Management BA 4305 Fall 2007 Page 4

Suggested Course Materials

Assignments & Academic Calendar

Group Assignment: Simulation

Course Syllabus Strategic Management BA 4305 Fall 2007 Page 5

Group Assignment: In-Class Presentation

Individual Assignment: Strategic Analysis of the Firm

Course Syllabus Strategic Management BA 4305 Fall 2007 Page 6

Section 1 Section 2 Section 3 Section 4 Section 5 Full Paper

Individual Assignment: COMP-XM Simulation and Test

Individual Assignment: Participation In Class Discussions

Course Syllabus Strategic Management BA 4305 Fall 2007 Page 7

Course Syllabus Strategic Management BA 4305 Fall 2007 Page 8

Course Syllabus Strategic Management BA 4305 Fall 2007 Page 9

Typical Class Agenda

0. Zero-duration Hand over of written assignments

Course Syllabus Strategic Management BA 4305 Fall 2007 Page 10

Assignment Delivered By Points %

A+ 97% and up A 94%-96% A- 90%-93%

Grade Component – Group Assignment: Simulation

Excellent Good Fair Missing

Course Syllabus Strategic Management BA 4305 Fall 2007 Page 11

Grade Component – Group Assignment: In-Class Presentation

Excellent Good Mediocre Fail

Grade Component – Individual Assignment: Strategic Analysis of the Firm

Excellent Good Fair Missing

Financial Analysis 10% 8% 6% 0%

Mission Statement Analysis 10% 8% 6% 0%

Generic Strategy Generic strategy fit 10% 8% 6% 0%

Grade Component – Individual Assignment: COMP-XM Simulation and Test

Grade Component – Individual Assignment: In-Class Participation

Excellent Good Mediocre Mostly Missing

The Excellent, Good, and Mediocre are:

Course Syllabus Strategic Management BA 4305 Fall 2007 Page 12

A. Attends the class B. Contributes to C. Demonstrates

I will assess B and C by considering the aspects such as

Grade Component – Individual Assignment: Writing Competency

Your writing communications capabilities will be graded by a writing tutor, up to a maximum 10

Course Syllabus Strategic Management BA 4305 Fall 2007 Page 13

Points 0 1 2-3 Your

Points 0 1 2-3 Your

Course Syllabus Strategic Management BA 4305 Fall 2007 Page 14

Requirement: Writing Requirement

Each student is required by the University to complete a minimum of 15 pages of writing to be

Requirement: CEO Addressing the Board

Requirement: Time Committment

Course Syllabus Strategic Management BA 4305 Fall 2007 Page 15