malédiction

BellSouth Cingular 2008 - Spring 2007:BellSouth Cingular 2008 - Spring 2007:

BSC 2008BSC 2008 Spring 2007 Spring 2007

Creating and Sustaining CompetitiveCreating and Sustaining Competitive AdvantageAdvantage

7221: Business Analysis & Strategy for Executive Decision Making

7222: The Business of Teaming & Coaching

11th, 12th November, 20066th, 7th January, 2007

27th, 28th January 20073rd, 4th February, 2007

24th, 25th February, 200717th, 18th March, 2007

31st March, 1st April 2007

FacultyFaculty

Dr. Janice BarrowDr. Stephen Brock

Prof. TP HallDr. Joe Hair

Dr. Douglas MoodieDr. Deborah RoebuckProf. Chris Rumsey

Dr. Michael SalvadorDr. Steve Smalt

Dr. James ThompkinsDr. Scott Widmier

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Table of Contents

I. Course Overview

II. Course Objectives

III. Reference Materials

IV. Course Structure

V. Course Outline

VI. Course Schedule

VII. Course Grading Overview

VIII. Academic Integrity Statement

IX. Faculty Profiles and Contact Information

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EMBA

Course Overview

CREATING AND SUSTAINING COMPETITIVE ADVANTAGE

GBA7221 Business Strategy & Analysis for Executive Decision-Making (6 credit hours)

The fundamental challenge self-imposed on any business is the development and implementation of a sound business model and strategy. Those that succeed are also characterized by in-depth competencies in financial and operational analysis to support other competencies inherent in their human capital assets. This course provides the foundational techniques and models for sound business strategy development and management, and introduces the student to several of the traditional tools, methodologies, and techniques employed in the areas of accounting, finance, marketing/sales, and operations for decision-making. GBA7222 The Business of Teaming and Coaching (4 credit hours)

This course sets the stage for understanding the unique dynamics of working collaboratively with people by understanding the differences in how people think, learn, and behave. It also covers teaming in a business environment, the effective use of oral and written communications, and interpersonal transactional analysis. Students are given several opportunities to apply the principles covered in the course in a simulated, interactive teaming environment, equipping them with the critical knowledge and skills required of any successful manager, at any level, to work effectively with others to assure that business results are achieved.

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Course Objectives:

Upon completion, associates are expected to be able to:

How to use regression in Managerial Decisions To understand the importance of technology decision

making. To be able to make a logical decision on technology

management.Decision Making

To be able to describe and analyze any market, its suppliers, and its customers.

To be able to evaluate how attractive a market is and what are the forces affecting its future.

Be able to plan marketing at a business level. Understand Cost and Cost Volume Profit Analysis Introduce Job Order Process and Project Costing Learn to classify costs by their behavior as variable costs,

fixed costs, or mixed costs. Use and determine the contribution margin, determine the

break-even point and the volume necessary to achieve a target profit.

Construct a cost-volume-profit chart and a profit-volume chart, determine the break-even point and the volume necessary to achieve a target profit

Discuss the effects of operating leverage Understand and use the time value of money concept. Understand the relationship between Risk and Return Apply the Capital Asset Pricing Model (CAPM) to identify

over and under valued assets. Identify the risks associated with bond and stock investments Develop skills in valuing fixed income securities and

common equities Understand how ABC differs from traditional costing

systems Understand why ABC provide more realistic data pertaining

to products and services Use ABC in operational and strategic decision making Understand the uses of cost behavior in relation to

production activity Understand the ability to predict cost for various levels of

activity. To gain an appreciation for the role of Operation's Strategy

in implementing a business's strategy. To describe the types of operations systems and their pros

and cons. To describe the ideal of and the challenges to implementing

mass customization. To apply operation management concepts in a case

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discussion. Determine the component cost of capital Develop skills in identifying the optimal capital structure

Business Acumen

Understand how to communicate effectively in both oral and written communications.

Describe the communication purpose. List causes of miscommunications Identify the barriers to interpersonal communication. Use reflective listening techniques. Adapt communication styles to fit receiver’s needs.

Communication

Identify the characteristics of a high performing team Distinguish between task, maintenance, and dysfunctional

behavior Learn the key interpersonal skills of a good team player Learnt he Five Factor model of human personality Identify your personal assets and liabilities Assess the strengths and weakness of your team.

Collaboration

To be able to understand the frameworks for conducting strategic analysis and formulation.

To be able to evaluate how an organization conducts its strategic analysis and formulation.

To be able to critique and produce strategy at the enterprise level.

To be able to critique and produce strategy at the business level.

Strategy

Understand how to communicate a vision that shapes and directs an organization

Explain how organizational leadership impacts the vision Distinguish between core values and purpose. Explain how big hairy goals advance an organization Be able to diagnose other’s development levels and choose

the appropriate leadership and coaching style. Learn to use a common language for coaching and

developing others. Identify what makes people difficult Identify complementary, crossed, and duplex transactions. Learn to use adult to Adult transactions Use appropriate conflict management styles in working with

difficult people Leadership

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To understand the importance of technology decision making and how technology drives innovation.

To understand how organizations make Technology (including R&D) decisions.

To be able to make a logical decision on technology management.

Technology

Reference Materials

As well as reading the attached bibliography, you are strongly encouraged to research cases from the web to bring their information up to date. You are also expected to keep yourself up to date on general business news through the web or printed matter, such as the Wall Street Journal, The Financial Times, the Economist, Forbes, etc., etc.. Allotting the reading amongst team members can assist you in handling this reading load.

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* = already issuedBook Title

Author

Publishe

rISBN

The Leadership Challenge, 3rd Edition*

Kouzes & Posner

Jossey Bass 0-7879-6833-1

Marketing Strategy, 3rd Edition Ferrell & Hartline

Southwestern

0324201400

Operations Management, 3rd edition,

Meredith and Shaeffer,

Wiley 0-471-35142-3

Owner's Manual on Personality at Work

Howard & Howard

Bard Press 1-8851-16745-8

Born to Win: Transactional Analysis with Gestalt Experiments

James & Jongeward

Addison- Wesley

0-201-59044-1

Improving Business Communication Skills*, 4th Edition

Roebuck Prentice-Hall 0-13-015594-2

Becomimg a Master Manager, 3rd edition

Quinn, Faerman,

Thompson, Mcgrath

Wiley 0-471-36178

Principles of Accounting* Needles, Powers, & Crosson

Houghton Mifflin

0-618-37989-4

Financial Management: Theory and Practice *

Brigham & Ehrhardt

Southwestern

0-03-032992-2

Assessments Author Publisher

NEO-PIR Costa & McCrae Pyschological

AssessmentsHBR and Other CASES Author Publishe

rNo

Johnson & Johnson (A) Aquilar HBSP 9-384-053

Beta Management Company Edleson HBSP 9-292-122Le Petite Chef MacCormack

and SucherHBSP 9-602-080

Mariott Corp.: The Cost of Capital Ruback HBSP 9-298-101J-Boats Simons HBSP 9-197-015Polaroid Corporation, 1996 Bruner &

ChaplinskiDarden 804-982-2192

UVA-F-1181The Boeing 7E7 Bruner &

ThompkinsDarden 804-982-2192

UVA-F-1449

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HBR and Other Articles Author Publisher

No

Creating Corporate Advantage Collins & Montgomery

HBSP 98303

From Competitive Advantage to Corporate Strategy

Porter HBSP 87307

How Competitive Forces Shape Strategy

Porter HBSP R7920,

What is Strategy? Porter HBSP 96608The High Cost of Accurate Knowledge

Sutcliff and Weber's

HBSP R0305E.

Do You Have a Well-Designed Organization

Goold and Campbell's

HBSP R0203K

Culture as Communication Robbins HBSP C0108ABuilding Your Company's Vision Collins HBSP R96501Built to Last or Create and Destroy Miruzita HBSP U0203BThe Search for Optimal Capital Structure

S. Myers. McGraw-Hill The New Corporate Finance: Where Theory Meets

Practice 2nd edition, by Donald H. Chew, Jr., Pages

205 - 213.007233973X

What Really Works? Nohira, Joyce, and Robinson

HBSP 4260

Disruptive Technologies: Catching the Wave

Bower and Christensen

HBSP 3510

The Four Faces of Mass Customization

Gilmore and Pine

HBSP 97103

Web Based Articles Author Publisher AddressPatterns of Research National

Science Foundation

http://www.nsf.gov/sbe/srs/nprdr/start.htm

Information on Technology Management

DRM Association

http://members.aol.com/drmassoc/pdforum.html

Fear in the Workplace: The Bullying Boss

BENEDICT CAREY

NY Times http://www.nytimes.com/2004/06/22/health/psychology/22bull.html?ex=1089030461&ei=1&en=1fef9bffd4ec427b

Course StructureThese courses employ various learning methods, including faculty lectures, pre- and post-class assignments and readings, role-playing, and individual and team breakout activities.

The curriculum begins with a series of lectures on general topics, including breakout sessions in implementing the concepts discussed. These topics include market analysis, strategy, costing, pricing, business communication, business finance, technology management, and operations.

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Additional lectures cover other important areas of teaming and coaching. The first is the critical role human personality plays in successfully implementing business decisions. The second is adapting one’s leadership style to the situation one is in.

The course concludes with the students as a team presenting an analysis of a business, its market and strategy, with feedback from both their team peers and the faculty.

Course Outline

Unit # Course Unit Title Description

1 7221Principles of Strategic Management

The basic structure of strategy and how to decide on strategy

2 7222Building High Performance Teams

Continuing on the team’s journey in building high performance teams

3 7221 Time Value of MoneyHow to use money flows at different times

4 7221 Valuation of Financial Assets How to value financial assets

5 7221 Market AnalysisHow to analyze a market in order to make business decisions

6 7221 Business Unit StrategyHow to decide on a strategy at the business level.

7 7221 Time Value of MoneyUnderstanding and being able to use money flows at different times

8 7221 Capital Budgeting TheoryHow to and the importance of capital budgeting

9 7222 Role of PersonalityUnderstanding your own and other’s personality

10 7222Organizational Design & Culture

The importance of culture and mission in organizational design

11 7221 Cost AccountingHow to use accounting to manage costs

12 7221 Cost of Capital TheoryHow to calculate the true cost of one’s capital

13 7221 Business Unit MarketingHow to conduct marketing at the business level

14 7222 Business CommunicationsHow to communicate effectively orally and in writing in a business setting

15 7221 Capital Structure TheoryThe different ways organizations can raise and organize capital

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16 7221 Cost of Capital ApplicationHow to use the true cost of one’s capital

17 7221 Capital Budgeting Application Practice in capital budgeting

18 7222Managing Performance: Situational Leadership

How to perform well in all managerial settings

19 7221 Using Statistical ModelsThe business use of taught statistical models

20 7221 Capital Structure Application

Deciding on the best way organizations can raise and organize capital

21 7221Using Management Accounting

Practical training in using management accounting concepts

22 7221Business Technology Management

How to understand and plan for technological change

23 7221Team Presentations on a Business

Present and analysis with recommendations for a business

24 7222 Managing Difficult People

Instructs students in how to plan for managing difficult people in business relationships.

Course Schedule

Unit Date/Time Course Unit Title Faculty

1 11-Nov-06 /M 7221Principles of Strategic Management I Salvador

1 11-Nov-06 / A 7221Principles of Strategic Management II Salvador

2 12-Nov-06 /M 7222Building High Performance Teams I Brock

2 12-Nov-06 /A 7222Building High Performance Teams II Brock

3 6-Jan-07 / M 7221 Time Value of Money Barrow

4 6-Jan-07 / A 7221 Valuation of Financial Assets Barrow

5 7-Jan-07 / M 7221 Market Analysis Widmier

6 7-Jan-07 / A 7221 Business Unit Strategy Moodie

7 27-Jan-07 / M 7221 Risk, Return, Portfolio Theory Barrow

8 27-Jan-07 /A 7221 Capital Budgeting I Thompkins

9 28-Jan-07/M 7222 Role of Personality Brock

10 28-Jan-07/A 7222 Organizational Design &Culture Rumsey

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11 3-Feb-07 /M 7221 Cost Accounting Smalt

12 3-Feb-07 / A 7221 Cost of Capital I Barrow

13 4-Feb-07 / M 7221 Business Unit Marketing Widmier

14 4-Feb-07 / A 7222 Business Communications Roebuck

15 24-Feb-07 /M 7221 Capital Structure I Thompkins

16 24-Feb-07 / A 7221 Cost of Capital II Thompkins

17 25-Feb-07 /M 7221 Capital Budgeting II Barrow

18 25-Feb-07 / A 7222Managing Performance: Situational Leadership Brock

19 17-Mar-07 /M 7221 Using Statistical Models Hair

20 17-Mar-07 / A 7221 Capital Structure II Thompkins

21 18-Mar-07 /M 7221 Using Management Accounting Hall

22 18-Mar-07 / A 7221Business Technology Management Moodie

23 31-Mar-07 /M 7221Team Presentations on a Business I Moodie et al

23 31-Mar-07 / A 7221Team Presentations on a Business II Moodie et al

24 1-Apr-07 / M 7222 Managing Difficult People I Brock

22 1-Apr-07 / A 7222 Managing Difficult People II Brock

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BSC2008 Spring 2007 Course Grading Overview

Topic Assessment Grade Weig

ht7221

Grade Weig

ht7222

Faculty Grader

Due Date Graded by Due Date

Market Analysis Market Analysis for a Product

10 Scott 21st January

8th February

Risk, Return, PT Beta Management Co 10 Janice 9th February

21st February

Business Strategy Business Strategy Critique

10 Doug 16th February

1st March

Cost of Capital Boeing Case 10Team

James 23rd February

7th March

Business Communication

Oral & Written Communication

30 TP 23rd February

2nd May

Using Management Accounting

ACME Case 10 TP 16th March 30th March

Capital Structure Polaroid Case 10Team

James 16th March 23rd March

Team Presentation Business Analysis Presentation

20Team

30Team

Doug & Faculty Team

31st March 2nd April

Managing Difficult People

Transactional Analysis Exam

20 Stephen 1st April 10th April

Capital Budgeting Finance Final Test 10 Ivy (Janice)

1st April

Peer Evaluation Peer Feedback 10 Peers 8th April 15th AprilPeer Evaluation Quality of Feedback 10 Stephen 8th April 30th AprilUsing Statistical

ModelsStatistics Final Test 10 Ivy (Doug) 24th April

Grade Total 100% 100% 7th May

Academic Integrity

Every KSU student is responsible for upholding the provisions of the Student Code of Conduct, as published in the Undergraduate and Graduate catalogs. Section II of the Student Code of Conduct addresses the University’s policy on academic honesty, including provisions regarding plagiarism and cheating, unauthorized access to University materials, misrepresentation/falsification of University records or academic work, malicious removal, retention, or destruction of library materials, malicious/intentional misuse of computer facilities and/or services, and misuse of student identification cards. Incidents of alleged academic misconduct will be handled through the established procedures of the University Judiciary Program, which includes either an “informal” resolution by a faculty member, resulting in a grade adjustment, or a formal resolution subjecting a student to the Code of Conduct’s procedure, which may require a minimum one semester suspension.

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Faculty Profiles and Contact Information

Janice Barrow, Ph.D., Assistant Professor of Finance

Ph.D. Business Administration, University of Houston, (Major: Finance, Minor: Economics)M.B.A., Barry UniversityB.Sc. Management Studies, University of the West Indies

Executive Highlight: Consultant to various organizations and Managing Professor of Ducere Ars, LLC.

Email: [email protected] Tel: 770-309-3435

Stephen Brock, D. Min, LPCC, Assistant Professor of Leadership

D.Min. Leadership and Organizational Behavior, McCormick Theological Seminary

M.Div. Historical Theology, Lexington Theological Seminary

B.A. Philosophy, Transylvania University

Executive Highlight: Was CEO of Riverview Behavioral Healthcare, Corporate Director of

Organizational Development for Ryobi North America, is President of Human Capital

Development for which he continues to coach executives and develop senior leadership

teams.

Email: [email protected] Tel: 678-231-3812

T.P. Hall, CPA, Lecturer of Accounting

Post Graduate Work, University of AlabamaCPAM.S. Industrial Management, Georgia TechB.B.A., Georgia State University

Executive Highlight: Senior Management Consultant-Arthur Andersen

Email: [email protected] Tel: 770-423-6523

Joe F. Hair, Ph.D., Professor of Marketing Office: BB 423 Phone: 770-499-3280 Email: [email protected]

Ph.D., M.A., B.A. - University of Florida

Dr. Hair is previously held the Copeland Endowed Chair of Franchising and was the Director, Entrepreneurship Institute, Ourso College of Business, Louisiana State University.  He has published over 30 books, including Marketing, South-Western Publishing Company, 8th edition 2006; Marketing Essentials, South-Western Publishing Company, 4th edition 2005; Multivariate Data Analysis, Prentice-Hall, 6th edition, 2006; Essentials of Business Research Methods, Wiley, 2003, Marketing Research, Irwin, 3rd Edition 2006;  Great Ideas for Teaching Marketing, South-Western Publishing Company, 6th edition 2002; Professional Sales Management, Thompson Learning, 3rd Edition, 1999 (Spanish-language edition also); Sales Management, Random House, 1983; and Effective Selling, South-Western Publishing Company, 8th Edition, 1991. He has been retained as a marketing consultant for firms in the food, lodging, healthcare, transportation, banking, utilities, and electronics industries, as well as by the U.S. Department of Agriculture and the U.S. Department of Interior.

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Doug Moodie, Ph.D., Professor of Management

Ph.D. Management, Syracuse University, (Major: Operations Management, Minor: MIS),

M.S. Operations Research, Cornell University

M.B.A., Cornell University, with distinction,

B.Sc. Mechanical Engineering, Bristol University

Executive Highlight: Assessor, Georgia Oglethorpe Quality Award,

15 years with BP as Petroleum and Process Engineer,

Member of the Technical Staff, HP

Engineer, Johnson Wax

E-mail: [email protected] Tel: 770-499-3333

Deborah Roebuck, Ph.D., Executive Director, SILEC, Professor of Management Ph.D.–Georgia State University

M.A.–Northeast Missouri State University

B.S.E.–Northeast Missouri State University

Was Chair and Professor of Management in the Department of Leadership and

Professional Development

Deborah has worked in service¸ manufacturing and public sector environments across a

broad range of industries to collaborate with clients to enhance work productivity and

relationships.

[email protected] Phone: 770–797-2000

Chris Rumsey, MBA, M.Ed., Lecturer of Human Resources Management

M.B.A., Loyola University of Chicago

Master of Education, Loyola University of Chicago, (Major: Guidance and Counseling )

B.A. Psychology, University of Illinois

Executive Highlight: Over 25 years experience in Human Resources including 15 years as a

Senior Vice President

E-mail: [email protected] Tel: 770-330-9030

Mike Salvador, Ph.D., Professor of Management and Chair, Coles Executive MBA

Ph.D., Case Institute of Technology M.S., Case Western Reserve University B.S., Loyola University (New Orleans, LA)

Executive Highlight: Thirty-five year career as senior executive for several professional services firms, including 19-year tenure with Ernst & Young. Was CEO or senior officer of several other well-known consultancies, with emphasis on strategic management and human capital consulting.

Email: [email protected] Tel: 770-499-3685

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Steve Smalt, Ph.D., CPA, Associate Professor of Accounting and Information Systems

Ph.D., The Union InstituteM.Acc., University of Florida B.B.A. – Columbus College

Executive Highlight: 20 years of teaching experience in accounting¸ auditing¸ international accounting and financial information systems with a track record of hands–on involvement in business management and management consulting. Clients include companies such as Coca–Cola¸ Kroger¸ Blue Cross Blue Shield¸ and Georgia Power. He is a member of the Board of Directors of Support Technologies¸ Inc.¸ a company that provides IT and helpdesk services (#14 on INC 500 list of fastest growing companies in the U.S.).

Email: [email protected] Tel: 770-423-6386

James G. Tompkins IV, Ph.D., Associate Professor of Finance

Ph.D. Finance, Ohio State UniversityM.B.A., Wharton School of Business, Specialization in Finance B.S., United States Merchant Marine Academy

Consultant to various organizations, Director of the Board Advisory Services for Kennesaw’s Corporate Governance Center, “Outstanding Scholar” 1999/2000, “Outstanding Service” 2000/20001, and “Distinguished Graduate Teaching” Award 2004/2005.

E-mail: [email protected] Tel: 770-499-3326

Scott Widmier, Ph.D., Associate Professor & Associate Director, Center for Professional Selling

Ph.D.–Arizona State University

B.B.A–Texas Christian University

Scott lived and worked in Stavanger, Norway for many years, served as a licensed stock

broker, managed two different retail stores, and was a loan specialist for a nationwide

institution.  These experiences led to his research interest in the areas of sales¸ sales

management, technology, and international business. His research has appeared in such

journals at Journal of Personal Selling and Sales Management, Industrial Marketing

Management, European Marketing Journal, Journal of Marketing Theory and Practice, and

Marketing Management Journal.  Phone: 770-499-3391

30 September 2006

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