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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: Jbarrow5@coles2.kennesaw.edu 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: sbrock@coles2.kennesaw.edu 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: thall@coles2.kennesaw.edu Tel: 770-423-6523
Joe F. Hair, Ph.D., Professor of Marketing Office: BB 423 Phone: 770-499-3280 Email: jhair3@kennesaw.edu
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: dmoodie@coles2.kennesaw.edu 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.
droebuck@kennesaw.edu 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: erumsey@coles2.kennesaw.edu 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: Mike_salvador@coles2.kennesaw.edu 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: SSmalt@kennesaw.edu 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: jtompkin@kennesaw.edu 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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