...MSIS604/OMIS378 Information Systems Policy & Strategy Spring Quarter, 2013—2 April/13 June Instructor: Dr. Darrel A. (Del) Mank dmank@scu.edu Cell Phone: 408-605-3983 Office Hours: By appointment Office: Room 321W Lucas Hall Class Days: TTh Class Period: 5:45pm—7:00pm Class Room: 310 Lucas Hall Text: Schilling, Melissa A.; STRATEGIC MANAGEMENT of TECHNOLOGICAL INNOVATION, McGraw-Hill/Irwin, 4th Edition, 2013 ISBN 978-0-07-802923-3 Cases* Hewlett-Packard Merced Division SAP America VMware Inc., 2008 IBM and Eclipse (A) Oracle vs. salesforce.com Enterprise IT at Cisco (2004) Google Inc. *All Cases are from the Harvard Business Review and are available at the SCU Bookstore Course Objectives: • To develop an awareness of the range, scope, and complexity of the issues and problems related to the strategic management of ISTs. • To develop an understanding of the “state of the art” of the strategic management of IST and IST innovation. • To develop a conceptual framework for assessing IST capabilities. • To develop insight concerning the skills necessary to be effective as an IST manager. • To offer some practice in defining and working out strategic management problems related IST innovation and implementation. Course Description/Perspective: The course focuses on the strategic management and deployment of information systems and technologies (ISTs) to improve business competitiveness. The...
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...discussing “case” materials in light of theoretical arguments advanced in “readings.” Case materials include standard Harvard Business School cases, book chapters about individuals (Robert Moses and Henry Kissinger), corporations (e.g., Lehman Brothers and Time Warner), and industries (e.g., the auto industry), and in-class videos (e.g., a “Bill Moyer’s Journal” segment on David Rockefeller). COURSE REQUIREMENTS Final course grades will be based on student performance on three written assignments and on student participation in class discussions. Written Assignments. Each student will be expected to submit two individual case analyses that indicate what the student learned from reading and discussing the case in question. The case analyses should be one single spaced typewritten page long and should be submitted the week after the case that they address is discussed in class. Individual case analyses will be graded on a scale from 1-3 and together will comprise 10% of a student’s final grade. Each student should also form a group with three to four other students to complete a case study of a real organization. The research for this case study can be carried out using primary sources (e.g., participation observation and/or interviews) or secondary sources (e.g., books, articles, or prepared cases about a target organization). Thus, group members need not have worked in an organization to use it as the subject of their final case analysis. Other case analysis topics...
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...| Entrepreneurial Growth | | Fall Semester, 2013 Man 385.24 Unique #04780 | Professor John N. Doggett Class Days Monday and Wednesdays from 12:30 to 2:00 p.m. Class Room UTC 4.104 Office CBA 5.124k Office Hours Wednesdays, 5:30 to 6:30 p.m. or by appointment Phone 512-232-7671 E-Mail john.doggett@mccombs.utexas.edu Course Web Page via Canvas ------------------------------------------------- Teaching Assistants Grant Garlinghouse (grant.garlinghouse@mba14.mccombs.utexas.edu) Course Objectives I have taught this course since late in the last century. Today, as we approach a second global recession, helping people learn how to grow firms as astutely as possible will play a role in speeding the beginning of a new recovery. When companies like Cisco and HP abandon major market segments, it is even more important to think critically about how to grow a firm’s products. Given the chaotic period that we are entering, I have made several significant changes to this course. First, I have done away with the individual midterm. The “next” recovery will be a group effort. So will your midterm. Second, I have assigned three books. These are some of the best books out there on how to think about innovation, competition and how to grow a business. They will become “let me read that again” go-to books that you will use long after you graduate from UT. To compensate for the heavy reading load, I have eliminated...
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...additions.** Listen carefully for instructions our first week of class and look for >>> to know where to add additional resources from the NYT or PBS Newshour. **The reason for asking you to find/add more articles some weeks is for you to see how much there is to inform you ahead, past graduation, when you need to continue to keep learning going yourself. By then, you should bring new perspectives to the articles and changing ideas/ways of doing nearly everything. ***When NYT responses are due on a day when a case analysis is due, send ONE email with both NYT responses and case analysis included with abbreviated case name in the subject line (e.g., Google 2:30). If you are emailing with a question or about an absence, put QUESTION or ABSENCE in the subject line. Always put the start time of your section in the subject line and always send using your Baruch email account to Linda.Lopez@baruch.cuny.edu (NOT baruchmail). When responding to case questions (cases and questions found at the end of textbook chapters), recall these are analyses, not responses of one or two lines. ****Attendance is required for all panel presentations as well as for any class featuring a guest speaker. If you must leave class early, sign out on the back of the attendance sheet, noting the time and reason for leaving early. Your participation credit may be adjusted for late arrivals and early departures. > This is a discussion-based course; electronic devices/books & materials for other courses...
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...handle the numbers in case analyses. It contains hints and tips to guide such analyses, and it is intended for all functional areas of business analysis. The hints and tips range from the conceptual to the practical, from the complex to the blatantly obvious. The note's underlying philosophy is that, in case analysis, it is not true that there are people who are good at numbers and people who are bad at numbers. Ability to do numbers is not innate; it's all a matter of approach. How you attack numbers is what counts. There are good numbers habits and bad numbers habits. This note has been written to help the reader develop good numbers habits. Part One: The Essentials • Take it slowly: more haste, less speed. • Never pick up your calculator until you know why you are doing a calculation— what you intend to do with the result, how you plan to interpret it. • Always seek a reaction to the calculation's result by asking questions such as: What does this mean? What does it imply? Am I surprised? Is it good, bad, or indifferent? • One useful trick is to guess at the answer before you perform the calculation. Then, when you do it, you can see whether you are surprised or not. If you are surprised, you have found something to think about. Is your intuition just off, or is the result sending you a message? Either way you benefit: you make progress with the case and/or you train your business intuition. • In the final analysis (pun intended), calculations...
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...Tgif Case Analysis In: Business and Management Tgif Case Analysis Danielle Duvall Bus W 430 Chapter 1 TGIF Case Analysis I. Problems A. Macro 1. The major problem is that when employees are drinking too much at a work function, they could get hurt, or even hurt someone else from the result of their actions. 2. Also, as mentioned within the text, they may be growing too quickly. Thus, making these events easily get out of control. B. Micro 1. By ending these TGIF events it could deeply hurt the overall morale of the company. 2. Also, ending these events could dramatically impact their culture negatively, and in turn possibly make it more difficult to recruit great, future talent. II. Causes 1. People are getting out of control and belligerent at the parties. 2. Since it is an event that takes place after work, there is the issue of drinking and then driving home afterwards. 3. Further, as the company continues to grow, more and more people are becoming a part of these celebrations. Thus, it could get out of hand more quickly. III. Systems Affected 1. Quantum Software is affected via their employee atmosphere within the workplace. This is especially true because of their 16 hour work days and 6 day a week schedule. Therefore, the spirit and morale of Quantum will be impacted. 2. New hires are in turn affected, because if the culture is not what it once was, it could become more difficult to get great talent hired. 3. The company as whole is also affected as its employees...
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...sharply increased the intensity of competition in most industries. We will learn how leading firms have devised strategies, structured, and managed their organizations to achieve competitive advantage in this challenging environment. Strategic management deals with uncertainty and unstructured situations. You will learn tools and concepts for putting some structure into your analysis of strategic issues. But most strategic choices require judgment. Case studies enable us to test our judgment and learn vicariously from successful and unsuccessful managers in a variety of situations. Hence, class discussion of the cases is a central part of your learning experience. Methods: We will combine cases, lectures, individual and group papers and presentations. Pre-requisites: First semester of Core. Textbook: Jay Barney, Gaining and Sustaining Competitive Advantage, Fourth Edition. Case Packet will be available. Assignments and Grading: 1. Participation: (15%) Attendance is required. Please inform the instructor in advance if you need to be absent. Participation means active involvement in the discussion of the case with evidence of preparation. 2. Article File: (5% for 1 brief, 5 minute, presentation) Once during the term you will come to class prepared to make a short presentation of an article from a business publication that fits the topic of...
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...275-7575 ext.53512 ctseng@mail.ncku.edu.tw Texts Ireland, Hoskisson, and Hitt (2009) The Management of Strategy: Concepts and Cases, 8th Edition, South-Western Press. Course Objectives In the past a few decades, the trend of globalization has rendered the world economies more interdependent. All businesses today (both international and domestic ones) are exposed to international competitive forces that can have serious consequences for their performance and survival. Such international competition especially brings new challenges and problems to corporations and managers directly involved in foreign markets. Among various issues arising from international operations, this course particularly focuses on the managerial challenges associated with strategy development and corporate management for those firms whose business activities transcend national boundaries. Specifically, objectives of this course are twofold: 1. to expose students to issues related to business strategy within the context of global markets and competition 2. to provide students with significant opportunities to develop oral communication and presentation skills Requirements and Grading Individual Activities: Participation 40% Exam (close-book) 20% Group Activities: Chapter Text Presentation and Discussion Leading 20% Case Analysis and Presentation 20% Participation: All students are expected to PREPARE for and PARTICIPATE in every class meeting...
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...For Office Use: Grade | | Written Analysis and Communication Individual Assignment No. 2 Case Analysis Report on “Pramanik Containers And The Bottleneck Challenge(A)” Submitted by: EXECUTIVE SUMMARY Piyush Mehta who has completed his MBA degree in family business joined his father business,his father is running pramanik Ltd. since 1977 and his major vendor since than is ABC Pharma,a leading MNC. Piyush on reviewing came to know that there is a problem in printing department. when he investigated further he came to know that there is no proper system of keeping plates used for manufacturing which resulting in delay of manufacturing process.Workers are also careless in doing their jobs.This events made piyush ask his father to tackle the situation in his own way and he agreed so. Word count :105 words SITUATIONAL ANALYSIS Pramanik Containers PVT Ltd. was a family business set up by Bansilal Mehta in 1977 to provide aerosols to ABC Pharma, a large multinational company. This deal started off as a joke turned into suppilier. As capabilities of Pramanik expanded more customers signed up to do business but ABC remained its key customer.(Exhibit 1). Piyush Mehta,the only son of Bansilal and also an MBA graduate in family business joined his father’s business in May 2010.Piyush started his work by reviewing order flows in the company and was particularly intrigued by printing department which showed signs of bottleneck. Pramanik...
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...University of Lethbridge – Faculty of Management MANAGEMENT 3100 Intermediate Financial Accounting I Course Outline – Fall 2014 Instructor: Carla Carnaghan, Ph.D., CISA, CMA Office & Hours: Calgary Campus office, 5:00 – 6:00pm Thursdays. Please email for appointment, and for alternative times. Office hours may be done in person, with Webex, or by phone, and for smaller issues with email. E-mail: Carla.Carnaghan@uleth.ca (emails received in the evening, particularly after 10 PM, may not be responded to until the next day) Telephone: 1- 403-329-2351 (Lethbridge office – Please use e-mail where possible) Class Times: Y Section: Th 1800-2050 (S6013A) Course Web Page: on Moodle Course Pre-requisites* Prerequisites: MGT 2400; ECON 1010 and 1012 and STAT 1770 or admission to the CA Bridging Program/Professional Diploma in Accounting; a minimum C- grade is required in all prerequisite courses; MGT 3040 (co-requisite) * It is the responsibility of students to check the prerequisites for courses before registration. If students are registered in a course for which they do not have the prerequisites, and they have not received prior permission from the appropriate program chair, they can be de-registered. If this occurs after the drop/add date, tuition will not be refunded. Course Objectives Building from MGT 2100, this course examines the accounting concepts, principles, judgments, and techniques used...
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...Analysis of Business Issues, Writing In the Disciplines (WID) BADM 2003W (95440): BADM_2003W.SEC.12 Tuesday Combined Class: SEMESTER: Spring 2014 LOCATION & TIME: Duques 353, Tuesday 11:10 AM-12:25 PM PROFESSOR: Dr. Bret Crane Department of Management Office: Funger Suite 315N Email: bretdcrane@gwu.edu Office Hours: Tuesdays 1:00-2 PM or by appointment TEACHING ASSISTANTS: |Erin Vander Wall | | |Leigha McReynolds | | |Mark De Cicco | | |Tess Strumwasser | | |Daniel Berkhout | | |Sam Yates | | |Vicki Brown | | | ...
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...Welcome to the Case Analysis Coach This tutorial is designed to start you down the road toward becoming an expert at analyzing business cases. You'll learn how to identify and define the business concepts raised by a case, as well as to develop analysis-based solutions, recommendations, and action plans. These skills will prepare you for class discussions and exams. You will have access to a complete real case, called Komatsu Ltd. and Project G., so that you can apply what you learn to a concrete example. You will also get other helpful resources, such as a Case Analysis Worksheet and samples of classdiscussion notes on the Komatsu case that were prepared by real students like you. In addition, smaller excerpts from other real cases are used to illustrate some of the steps in case analysis. 1 Introduction to Case Analysis Types of Cases The "case method" is an approach to learning that encourages students to extract useful lessons from the experiences of others ("cases"). Students study accounts of specific events in order to discover general principles that they can apply in other situations. Cases tend to fall into one of three categories that sometimes overlap: • • • Decision Cases describe a decision faced by the case protagonist. The student ultimately must choose among a finite set of distinct decision alternatives. Problem Cases require a student to diagnose a problem in a business case and to formulate possible solutions. Evaluation Cases illustrate a business...
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...Management s374: General Management & Strategy The University of Texas at Austin - Summer 2015 Dennis S. Passovoy (Professor) (512) 471-2195 GSB 5.124G (in McCombs) via Canvas INBOX Davit Davtyan (TA) Phone: Office: E-Mail: Office Hours: M T W TH 1:00 – 1:45pm, or by appointment M T W TH 9:00 – 9:45am, or by appointment Class: #72305 (July 13 – August 14) M T W TH 2:00 – 3:45pm CBA 4.328 CBA 4.304A (in McCombs) via Canvas INBOX Prerequisites • • • • • • Upper-division standing Seventy-five semester hours of coursework, including: Management 336 or 336H Credit or registration for Finance 357 or 357H, and Marketing 337 or 337H And credit or registration for one of the following: Accounting 353J, 366P, Business Administration 353H, Finance 353, 366P, Management 353, 366P, Management Information Systems 353, 366P, Marketing 353, 366P, Operations Management 353, or 366P. May be counted toward the writing flag requirement. May be counted toward the independent inquiry flag requirement. Course Description This course is restricted to students in a McCombs School of Business major. It is designed to enable students to analyze business situations from the point of view of the practicing general manager. Addresses key tasks involved in general management, including strategic decisions that ensure the longterm health of the entire firm or a major division. Writing Flag This course carries the Writing Flag as well as the Independent...
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...ISSUES IN ACCOUNTING EDUCATION Vol. 26, No. 3 2011 pp. 593–608 American Accounting Association DOI: 10.2308/iace-50038 Wiki Art Gallery, Inc.: A Case for Critical Thinking Fred Phillips and Brandy Mackintosh ABSTRACT: This instructional case requires students to provide advice to a client who is currently a co-owner of a for-profit art gallery. The client is planning to purchase his coowner’s shares at a price to be determined based on their company’s recent financial performance. The company’s financial statements, prepared by the client’s co-owner, contain accounting choices and judgments that students should identify and evaluate using critical thinking skills. This case is suitable for use in introductory and intermediate financial accounting, and in introductory auditing and assurance courses. Accompanying the case is a set of teaching notes and assessment rubrics for use by instructors. THE CASE The Setting Wiki Art Gallery, Inc. (WAG) is a privately owned business started in 2006 by two students. Rob Wilco combined his entrepreneurial business interests with Stephen Conley’s knowledge of artwork to create an online art gallery, which they named WAG. WAG’s start-up years were challenging. The owners contributed their savings to the company, but initially earned little return on their significant investments of money and time. Propelled by a belief that their work would pay off, they persevered. Now, it appears their luck is changing. WAG became profitable in late 2009 and...
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...Analysis of Business Issues, Writing In the Disciplines (WID) BADM 2003W (93752): BADM_2003W.SEC.11 Monday Combined Class: SEMESTER: Spring 2014 LOCATION & TIME: Funger 209, Monday 2:20 PM-3:35 PM PROFESSOR: Dr. Bret Crane Department of Management Office: Funger Suite 315N Email: bretdcrane@gwu.edu Office Hours: Tuesdays 1:00-2 PM or by appointment TEACHING ASSISTANTS & WRITING LABS: | | | |Section # |Begin |End |Day |TA |Email | |30 |08:00 AM |09:15 AM |Wed |Mark De Cicco |mdecicco@gwmail.gwu.edu | |31 |09:25 AM |10:40 AM |Wed |Mark De Cicco |mdecicco@gwmail.gwu.edu | |32 |10:50 AM |12:05 PM |Wed |Tess Strumwasser |tstrumwa@gwu.edu | |33 |12:15 PM |01:30 PM |Wed |Tess Strumwasser |tstrumwa@gwu.edu | |34 |01:40 PM |02:55 PM |Wed |Daniel Berkhout |berkhout@gwmail.gwu.edu | |35 |03:05 PM |04:20 PM |Wed |Daniel Berkhout |berkhout@gwmail.gwu.edu | |36 |04:30...
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