MHR 410 Spring 2005 Dr. Stan Abraham A Brief Overview.
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Transcript of MHR 410 Spring 2005 Dr. Stan Abraham A Brief Overview.
![Page 1: MHR 410 Spring 2005 Dr. Stan Abraham A Brief Overview.](https://reader036.fdocuments.us/reader036/viewer/2022081515/56649eb15503460f94bb80d6/html5/thumbnails/1.jpg)
MHR 410Spring 2005Dr. Stan Abraham
A Brief Overview
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Same Old, Same Old . . .
• Most courses on strategic management teach you ABOUT the topic and how companies fare using different strategies
• The textbook costs over $100• You’re tested on this knowledge in a mid-
term and final exam• You forget everything a week later
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This Course’s Focus
• To learn what doing a strategic analysis involves
• To acquire the skill of doing a strategic analysis and presenting the results to a critical audience
• Take that skill with you when you finish the course and program• You won’t forget it in a hurry• You’ll enjoy the course more
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What Do You Think?
• If you don’t like it, there’s still time for you to enrollin another section taught by anotherinstructor
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What We Will Do Today and Next Tuesday
Today• See who’s here – take roll• Give this introductory presentation• Answer any questions
A week from today• Introduce ourselves to each other• Form groups• Take photos (to help me learn names)• Show you how to enter financial data into CASA
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The Plan for the Quarter
Part I: Learning to use CASA on the Harley-
Davidson case (3 weeks)Mini-cases etc. (1 week)
Part II: Practicing strategic
analysis and making
presentations on 6 cases
(3-1/2 weeks)
Start: Getting underway
(1 week)
Part III: Final group- strategy presentations(1-1/2 weeks)
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What Happens OUT of Class• Become familiar with CASA and then use it on
cases and project• Read the Abraham book carefully
• Get to know your group and have a good group experience
• Write two case analyses (one with my help and one with a full CASA analysis)
• Do one group case presentation and one case critique
• Do a group strategic-planning project on a real company and present it in class at the end of the quarter• Perhaps with the company’s CEO present
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The Net Result
• You will have to take more responsibility for your own learning
• The more you do and the harder you try, the more you will learn and the more I’ll help you
• You should ask lots of questions all the time• The one thing that will enhance your learning the
most
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My Roles
• To create a learning environment• To teach you how to do a strategic
analysis and use CASA• To facilitate class discussions• To provide help and feedback both in
class and out• In person during office hours and in class• By phone and e-mail seven days/week
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How to Reach Me
• Campus office is Room 94-277• Campus extension is 2420• Campus e-mail is scabraham• Home telephone number is in the
syllabus• But don’t call after 10 PM ever (or after 8
PM on Sundays)• Don’t ask for feedback the day before (or
day of) a presentation
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Grading
• Try to earn as many points as you can• Two papers – 10, 10+5 (CASA) points• Case presentation & critique – 20+5 pts• Participation – 15 points• Group final project – 35 points• Bonus (CEO attends presentation) – 5 points
• Compare your total to cutoffs in the syllabus• Note that your group grade (70%) could be
affected by your GCRF
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The GCRF
• I assign each of you a Group Contribution Rating Factor (GCRF) at the end of the quarter• It affects the group portion of your grade
(70%) and takes the form of a multiplier• It ranges typically from 0.75 to 1.25• It is derived from confidential feedback you
give me at the end of the quarter about your teammates
• It is designed to motivate high participation and meaningful contributions to your group this quarter
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The Two Written Papers
• Everyone turns in the H-D case• No CASA output required
• Your second case is the same one that you critique, and must be• Done as a group• Accompanied by CASA output• Turned in on the day that the group is
critiquing the case
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Participation & Absences
• For class attendance, 6 points• For asking questions in class especially
after other groups’ presentations, 9 points• Only my perception counts
• Each unexcused absence over two loses one grade point
• Over five unexcused absences gets you an automatic ‘F’ in the course
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(Un)excused Absences
• Absences are classified as ‘excused’ when
• You let me know before (or after) class why you are going to be (or were) absent
• The reason is reasonable (medical, family emergency, accident, Cal Poly trip, etc.) and some proof can be shown
• All other absences are ‘unexcused’
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My Previous Classes . . .
. . . said they learned most about strategy from (order varies slightly from quarter to quarter)
• My coaching and feedback• Presenting a complete case analysis • Learning about strategic analysis doing the
Harley-Davidson case• Doing the group-strategy project• Critiquing the presentations
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Criticisms
• Over the years, I have asked for—and received—criticism about the course and the way it was conducted• Such feedback has been instrumental in my
constantly modifying the course to improve it
• Two big changes this quarter—no quiz on the book and spending more time on weak areas• Based on strong feedback from last quarter
• I still expect you to read the book and become familiar with the course’s terminology
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Selected Compliments from Previous Classes• “I liked the final presentations using real-world
companies”
• “We finally applied what we learned at this place to the real world”
• “The CASA tool is excellent and will be a valuable tool for the future”
• “Learning strategic planning is great fun -- a lot of work but a good learning tool”
• “I learned a lot from your clear feedback on our presentations”
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Selected Compliments from Previous Classes (cont.)
• “I learned a lot and was able to apply what I learned throughout the course”
• “I like that we interviewed a real company”
• “I enjoyed the real-life application. This course is really the capstone of the business core”
• “It was a very good learning experience”
• “I’ve never had a teacher put in so much of his own time to help his students. I like the way the whole class seemed like a family”
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Selected Compliments from Previous Classes (cont.)
• “It was realistic and applicable to any business. It forced me to use things I had learned in school as well as integrate my work experience. I wish all classes had a real-world component”
• “I liked the interactive format. Clear on what was expected”
• “Although very intensive, this class gave an overview of what it would be like to work at a middle-to-upper-management level”
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Selected Compliments from Previous Classes (cont.)
• “The opportunity to be really challenged and think critically. I had heard that other MHR 410 classes are easier, but frankly I wasn’t interested in the easy route. I wanted to learn, and learn I did! The experience was great, but not without a lot of work”
• “The course gave us a chance to experience a strategic environment; it allowed us to break down a company and critique it”
• “I liked how the class was taught ‘hands on’”
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Selected Compliments from Previous Classes (cont.)
• “I liked working in a group and that we always had help from you no matter what”
• “This is one course in which I actually learned something”• “This course taught me more about real-world experiences
than other business courses. TRULY A REWARDING EXPERIENCE!”
• “I learned a lot in this course. I now have a better understanding of business strategies as a whole”
• “This is not the typical class with little assignments, multiple-choice quizzes, etc. It makes you think; makes you analyze and ponder”
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Selected Compliments from Previous Classes (cont.)
• “The CASA program is one of the best analysis methods I have learned thus far in college. [It’s] a program I will be able to use in the future as well. In fact… I am using [it] to analyze my father’s work and even business opportunities that my friend and I would like to pursue”
• “Thorough and candid feedback was very useful in learning and understanding the material better”
• “The course is very interactive. Learning and doing can be somewhat painful, and sometimes there’s a delayed learning curve, but it leads to growth”
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Any Questions?