bus 491 - sonoma state university · web viewtopic: the importance of vision and values in strategy...

BUS 491

BUS 491 — Seminar in Management Strategy & PolicyDr. Armand Gilinsky

Sonoma State UniversitySpring, 2007

Section III: TR 10:00 - 11:50 a.m.Office: Stevenson 2026F x42709

Stevenson 2050Office hrs. W 4-6 p.m.

e-mail: [email protected]

Course Outline

BUS 491 — Section 3

Dr. Gilinsky/page

Spring, 2007

Required text:Thompson, Strickland, and Gamble, Crafting and Executing Strategy: Concepts and Cases, 15th ed., hardcover, McGraw-Hill/Irwin, 2007. [website: www.mhhe.com/thompson] -- henceforth abbreviated “T&S&G”

Instructor website: www.sonoma.edu/users/g/gilinsky/

Username:gilinsky

Password:TBA

By accepting this learning contract, I (the student) also agree to abide by and comply with the terms of the University’s Honor Code.

Welcome to our Spring 2007 Strategic Management course!

My vision is to help you to generate world-class, cutting-edge business solutions. The overriding objective of this course is to provide the questions you need to ask to make the right decisions about the future of a business or non-profit organization. Strategic management entails generating choices to be made among competing alternatives to produce a competitive advantage and earn above-average returns.

Rapid technological change, mergers and acquisitions, increasing pressures for globalization, and changing local environments for businesses have heightened the urgency to ask the right questions about the future, such as:

1. Which distinctive competencies should we be developing for our businesses?

2. Where should we compete?

3. How do we communicate our strategy to our stakeholders?

We will indeed be fortunate to have your collective wisdom as well as that of possible guest speakers from the business community to help guide us through complex strategic issues.

Learning objectives. The basic objective of this course is to teach you how to think and act strategically. By successfully completing BUS 491, you will learn:

1. What are the interrelationships among the functional areas of an enterprise;

2. How to develop skills in decision-making and oral and written presentation;

3. How to analyze, formulate and implement strategies, especially the role of top management teams in performing these activities.

By the end of the course, you should be able to analyze thoroughly a company, its industry and its competitors and to recommend a well-supported strategy to your Board of Directors.

Course description. This course in business policy focuses on integrative, multifunctional approaches to the solution of organizational issues and problems. A practical perspective, rather than a merely theoretical one, is stressed via discussion of case studies. Why use a case-study approach? Three levels of learning take place:

1.We share the generalized insights of leading theoreticians;

2.We test the applicability and limits of these theories to specific case studies; and

3.You develop your own special amalgam of insights based upon empirical observations and inductive reasoning (from case analyses).

How are cases used in BUS 491?

•As discussion vehicles for probing the benefits and limits of certain approaches;

•To provide class members with opportunities to apply and test concepts and tools related to dimensions of management thought (e.g., marketing, accounting, finance);

•To help you to understand the nature of “better” answers, as well as the complexity of reaching solutions and implanting them in organizations.

What do you—as class member—need to do? First, understand what went on in that situation:

•What has changed?

•What are the key questions about the future that need to be answered?

•What further information is needed to answer those questions?

Major emphasis is placed on action and implementation, not just on analysis. Each case features a top management team (TMT) facing a specific set of issues and problems. So, during the course, you will have an opportunity to see a wide range of TMTs in action, and to think about their specific choices and actions as if you were the TMT in charge.

This course calls on you to integrate concepts of all other prerequisite business courses, i.e., bringing together and applying the learning from core courses to the analysis and solution of strategic management problems. The course is intended to enhance the following skills:

1.Your ability to decipher detail and to analyze information in order to identify and to diagnose the major problems and opportunities confronting business organizations;

2.Your ability to take a cross-functional, top management perspective in developing feasible overall strategies as well as specific problem solutions;

3.Your ability to decide from among alternative courses of action and to formulate feasible plans for their implementation;

4.Your ability to present a position and to defend it.

Study groups. You will be assigned to study groups consisting of two (or three) members, meeting regularly to discuss the cases and readings before they are discussed in class. The aim of these groups is to share and critique individual analyses and to enhance class participation. Each day, class time will be set aside for meetings; as the course progresses, you may find it necessary to spend several hours meeting outside of class.

Class participation. You should come prepared for class discussion of cases and supplemental readings, that is, with an outline or condensation of your case analysis, stating your perception of the underlying problem, some supportive data, and your recommended plan(s) of action. Bear in mind how difficult it is to assess your participation if you are absent from class! Attendance will be taken. Your class participation grade will be based on: 1) evidence of careful preparation of the cases and readings; 2) clarity and conciseness of your analysis; and 3) strong and convincing presentation of your findings and conclusions. Guidance for class participation is on p. 10.

Performance evaluation. Strategic issues seldom have clear-cut or singularly “right” solutions. This means that my evaluation of your performance will be based upon your managerial aptitude in problem diagnosis, generation of solutions, and communication of your position. I will be looking for demonstration of logical argumentation and consistency in your thought processes. Grades will be based on your performance in (a) oral discussion and argument (defense) of your ideas and (b) written communication. These will be weighted as follows:

Class preparation, attendance & participation [see Guidelines, pp. 9 & 10]25%

Written case analysis [ten (10) issue briefs, see Course Calendar, pp. 4-8]25%

In-class presentation(s) [to be assigned, see pp. 14 & 15]10%

Final presentations [in class, 5/15-5/17 see pp. 14 &15]20%

Take-home final examination [due in class 5/17, see p. 13] 20%

Total100%

Written case analyses. In order to create opportunities for us to explore more basic strategy issues and discuss methods of formulation and implementation that might otherwise have to be rushed, we will be using an electronic submission format for Issue Briefs. Submit individual case analyses as an MS Word file attachment (double-spaced, Times New Roman 12 pt font, 1 inch margins) to me at [email protected] with both the subject line and file name reading (e.g., for Robin Hood, RH.Gilinsky.Doc, or for Whole Foods Markets, WFM.Gilinsky.doc). Please use the following format:

1.Indicate your key case decision (what the GM needs to do now and why) in one succinct sentence (17-20 words, maximum);

2.Support your decision by three (3) bullet points – less than one line in length; use dimensions of strategic management thought; avoid judgment here; your three bullet points are essentially a table of contents (preview) to the rest of (body) of your analysis;

3.Add any qualitative and/or quantitative comments/discussion which you feel is/are necessary to substantiate your analysis. (1-2 page limit, about 250-500 words, plus exhibits, which should be numbered consecutively and referred to in the body of your analysis)

4.Conclude by restating the central problem or issue and recommendation for action, stating lessons learned about strategic management, linking to readings that you have gleaned from the textbook.

Do not answer the study questions! Study questions (see Course Calendar, pp. 4-8) are intended to get you thinking about the issues in the case and to lead you through the process of analysis. Issue Briefs are due by 8:00 a.m. on class days for which Issue Briefs are assigned (see Course Calendar, below). Timely submission of case analyses will facilitate review of your work as well as a summary of the section’s qualitative/quantitative comments. You should always keep a hard copy of your Issue Brief for yourself and bring this to class. Your Issue Brief will serve as a personal document from which you could lead a class discussion. Acceptable Issue Briefs are given a “check,” which is roughly equivalent to a “B” grade. Unacceptable submissions will be assigned a “check minus,” roughly equivalent to a “C” grade. Issue Briefs not submitted on the date due for any reason will be assigned an “F” grade. An outstanding effort will receive a “check plus,” roughly equivalent to an “A” grade. Grading and coaching comments on your Issue Briefs will be returned to you as soon as possible.

NOTE: There are no extra credit or make-up assignments for this course.

Final examination. The final examination (see pp. 14 & 15) will consist of a written case analysis and an oral presentation, both prepared and submitted by your study group team. The final examination will give you and your team members the opportunity to present and write a lengthier case analysis and will be assigned a letter grade. Written assignments due in the latter part of the course are weighted more heavily than those at the beginning.

COURSE CALENDAR

Day 1 — Tuesday, January 30, 2007

Topic: Course Introduction

Read:Syllabus (handout)

Watch and listen:Intro lecture

Outro:

Dead Poets' Society (video, in class)

Day 2 — Thursday, February 1, 2007

Topic: What is Strategy?

Watch and discuss:“Frog’s Leap Winery” (video case, in class)

Day 3 — Tuesday, February 6, 2007

Topic: Team-building

Participate and do:Manager’s Toolkit Exercise (in class – see p. 16)

You will be assigned to study groups!

Day 4 — Thursday, February 8, 2007* [Note: * means homework assignment due!]

Topic: Framework for Strategic Analysis

Prepare:T&S&G, Ch. 1, “What Is Strategy and Why Is It Important?”

Your résumé and class card (turn in both at the beginning of class)

Case: “Robin Hood” [RH] (T&S&G text, Case 23)

*Issue brief due from each student

Participate and do:Class discussion; wrap-up mini-lecture on strategy

Don’t forget:

*One-page résumé and class cards (with snapshot) are due!

Study questions for the RH case:

1.What is the key decision that Robin needs to make now?

2.What is he trying to accomplish?

3.How would you rate his performance as leader/strategist? What is he doing well? not so well?

4.Which options are available to him now?

5.What do we learn from this case about strategy?


Topic:Establishing a Core Purpose

Prepare:Core Purpose & Values Exercises (see pp. 11–12)

Write down your three most important values

Participate and do:Core Purpose & Values Exercises in class

Day 6 — Thursday, February 15, 2007*

Topic: The Importance of Vision and Values in Strategy Formulation

Prepare:T&S&G, Ch. 2, “The Managerial Process of Crafting & Executing Strategy”

Case:“Whole Foods Markets” [WFM] (T&S&G, Case 1)


Study questions:To be distributed via e-mail

Participate & do:Class discussion and wrap-up mini “lecturette”


Topic:Industry Analysis

Prepare/Read:Porter’s “How Competitive Forces Shape Strategy” (website)

T&S&G, Ch. 3: “Evaluating a Company’s External Environment”

Watch and listen:Interview with Michael E. Porter, “The Charlie Rose Show,”

4/30/2004 (on reserve in the Shultz Info Center)

Case:“Competition in the MP3 Player Industry” [MP3]

(T&S&G, Case 6)

Do:Study groups meet to prepare MP3 case.

Case:“Competition in the MP3 Player Industry” [MP3]

(T&S&G, Case 6)


Participate & do:Class discussion; wrap-up mini lecturette; doing case presentations

Day 8 — Thursday, February 22, 2007

Topic: Situation Analysis I: Assessing the Financial Health of the Firm

Prepare:“A Note on Ratio Analysis” (download from Instructor’s website)

Run the numbers for Kalari Burns, Inc. (see Note on Ratio Analysis, Ex. 1 & 2)

Bring:Financial calculator and writing implement(s)

Study questions:Is this a financially well-managed firm? How do you know?

Watch and discuss:Mini-lecturette on internal assessment & class discussion

Watch and discuss:Mini-lecturette: “How Have Firms Perceived The Competitiveness

Problem?”


Topic: Situation Analysis II: Internal Assessment

Prepare/Read:T&S&G, Ch. 4: “Evaluating a Company’s Resources & Position”

Case: “Starbucks’ Global Quest” [SBUX] (T&S&G, Case 29)

Do:Presentation group meets in tutorial with instructor to prepare SBUX case; other

study groups meet to discuss the case on their own.

Day 10 — Thursday, March 1, 2007*

Prepare/Read:“A Note on Conducting Situation Analysis” (download from Instructor’s

website)

Case: “Starbucks’ Global Quest” [SBUX] (T&S&G, Case 29)



Participate and do:Oral presentation of SBUX case by study group TBA (graded)

Day 11 — Tuesday, March 6, 2007

Topics:Going Global; Strategy Options for Competing in International Markets

Prepare/Read:T&S&G, Ch. 7: “Competing in Foreign Markets”

Case:

“easyCar.com” [EASY] (T&S&G, Case 9)


Do:Presentation group meets in tutorial with instructor to prepare EASY case; other



Case:

“easyCar.com” [EASY] (T&S&G, Case 9)


Participate and do:Oral presentation of EASY case by study group TBA (graded)


Topic: Competitive Strategies

Prepare:T&S&G, Ch. 5 & 6: “Generic Competitive Strategies & Other Strategy Choices”

Case:

“Kodak at a Crossroad” [KOD] (T&S&G, Case 13)

Do:Presentation group meets in tutorial with instructor to prepare KOD case; other



Case:

“Kodak at a Crossroad” [KOD] (T&S&G, Case 13)


Participate and do:Oral presentations of KOD case by study group TBA (graded)


Topics:Competitive Imitation and Competitive Rivalry; Strategic Management of High

Technology Businesses

Review:T&S&G, Ch. 8: “Tailoring Strategy to Fit Specific Situations”

Case:

“Netflix” [NET] (T&S&G, Case 8)


Do:Presentation group meets in tutorial with instructor to prepare NET case; other



Case:

“Netflix v. Blockbuster v. Video-on-demand” [NET]


Participate and do:Oral presentation of case by study group TBA (graded)


Topics:Benefits and Limits of Diversification Strategies; Grand Strategy

Prepare/Read:T&S&G, Ch. 9: “Strategies for Managing a Group of Businesses”

Case:

“Adidas: Will Restructuring Its Business Lineup Allow It to Catch Nike?”

(T&S&G, Case 21)


Do:Presentation group meets in tutorial with instructor to prepare ADI case; other



Case:

“Adidas: Will Restructuring Its Business Lineup Allow It to Catch Nike?”

(T&S&G, Case 21)


Participate and do:Oral presentation of ADI case by study group TBA (graded)

Day 19 — Tuesday, April 3, 2007

Topics:Stakeholder Analysis; Ethical Strategy Choices

Prepare/Read:T&S&G, Ch. 10: “Strategy, Ethics, and Social Responsibility”

Case:

“Merck and the Recall of Vioxx” [MER] (T&S&G, Case 31)


Do:Presentation group meets in tutorial with instructor to prepare MER case; other


Day 20 — Thursday, April 5, 2007*

Case:

“Merck and the Recall of Vioxx” [MER] (T&S&G, Case 31)


Participate and do:Oral presentation of MER case by study group TBA (graded)

NOTE: Tuesday, April 10 and Thursday, April 12, 2007 are holidays – No Class.


Topic:BUSINESS ASSESSMENT TEST

[Note: attendance will be taken]

Day 22 — Thursday, April 19, 2007 [Meet in Shultz 2050 promptly at 10 am with Rick Robison]

Topic:

Using Information Sources to Conduct Supplemental Case Research

[Note: attendance will be taken]


Topics: Leadership, Diversity, Culture, and Corporate Governance

Case:

“Abercrombie & Fitch” [AF] (Instructor’s Website – please download)

Read/review:

T&S&G, Chs. 13: “Culture and Leadership”

Do:Presentation group meets in tutorial with instructor to prepare AF case; other


Day 24 — Thursday, April 26, 2007*

Case:

“Abercrombie & Fitch” [AF] (download from website)


Participate and do:Oral presentation of AF case by study group TBA (graded)

Day 25— Tuesday, May 1, 2007

Topic:The Strategic Plan

Prepare/Read:T&S&G, Chs. 11 & 12: “Building and Managing for Good Strategy

Execution”

Case:

“KRCB TV and Radio: The Canary in the Coal Mine?” (T&S&G, Case 15)

Do:Presentation group meets in tutorial with instructor to prepare KRCB case; other


Day 26— Thursday, May 3, 2007

Topic:What We Know and Still Do Not Know about Strategy Implementation

Do:

Student Course Evaluations

Case:

“KRCB TV and Radio: The Canary in the Coal Mine?” (T&S&G, Case 15)


Hand Out:Final Examination (take-home assignment)

Participate and do:Oral presentation of KRCB case by study group TBA (graded)

Watch and discuss:Wrap-up lecture and tips for the final examination assignment

Days 27 & 28 — Tuesday and Thursday, May 8 and 10, 2007

Teams work on Final Examination and Presentations

Day 29 — Tuesday, May 15, 2007

Topic:

Strategy Implementation

Team Final Presentations [Teams 1-4]

Case:

To Be Announced

Day 30 — Thursday, May 17, 2007*

Topic:

Strategy Implementation

Do:

Team Final Presentations [Teams 5-8]

Case:

To Be Announced

*Team Final Examination Papers due

Suggested guidelines for approaching a case

In approaching a case, keep in mind that there is no single, right solution. Each case describes a complex situation and there may be a number of equally valid analyses. Try to put yourself in the place of the person who is facing the problem(s) and who is required to make decisions and act. You may want to consider the following factors in your analysis. This list is far from complete, but I hope it will be a helpful start.

1.What is the problem—or problems? You may want to list the problems and prioritize them. Are the problems short-term, long-term, new to the organization, chronic, etc.?

2.What is the time framework? How urgent is the situation?

3.What is the nature of the organization? Who are the key people involved? What are the key relationships?

4.What industry, competitive, economic factors/trends are significant? How do they influence the current situation? How do they influence future action?

5.What financial information is important (costs, cash flow, margins, etc.)? How do these data impact your analysis and recommendation?

6.What are the significant marketing considerations? What is the product or service? Who is your market? How do you price, promote, distribute?

7.What are the significant production/operational considerations? How and where do you produce? Are the operations labor-intensive? capital-intensive? What lead times are required?

8.What are the key human resource management issues? How do they impact on your course of action, particularly in its implementation?

9.What business are you in? What is the organization’s strategy? Is it consistent across functions? What are the risk of/potential rewards from retaining this strategy?

After analyzing the case, generate as many solutions as you deem appropriate. Consider the risks/tradeoffs involved in each alternative and then decide what you would do in the situation and why. What is your plan of action? (be specific) How are you going to implement it? (be specific) Be prepared to support your recommendations, but remain open to different, possibly better ideas.

Class Participation

Your contributions to case dialogues will be evaluated on the basis of the following:

1.an understanding and appreciation of case facts;

2.analysis of case data through the use of functional area techniques and general management concepts in the readings; and

3.recommendations for management decision and action which arise from analysis.

Below is a checklist to help you evaluate and improve your effectiveness in class discussions:

___Are you a good (active) listener? Are the points that you are making relevant to the discussion? Are they linked to the comments of others? Are you willing to interact with other class members?

___Have you demonstrated an ability to suspend judgment?

___Do you show an ability to ask good questions (inquire and reflect)?

___Are you willing to challenge assumptions?

___Do your comments add to our understanding of the situation?

___Do your comments show evidence of analysis of the case (case preparation)?

___Do you distinguish among different kinds of data such as facts, opinions, beliefs, concepts, etc.?

___Do you demonstrate a willingness to share knowledge?

___Are you willing to test new ideas, or are all comments made "safe"? (An example of a "safe" comment is repetition of case facts with no analysis or conclusions.)

___Do your comments clarify and highlight the important aspects of earlier comments and lead to a clearer statement of the concepts being covered?

My assessments of your participation will be made on the basis of your attendance and preparedness for class, your responses to questions that arise in dialogues, as well as your voluntary participation.

Core Purpose Exercise

I.The “Empire’s DeathStar” game

Suppose you could sell your business to someone who would pay a price that everyone inside and outside the company agrees is more than fair (even with a very generous set of assumptions about the expected future cash flows of the company). Suppose further that this buyer would guarantee stable employment for all your employees after the purchase—but with no guarantee that those jobs would be in the same industry. Finally, suppose you were to learn that the buyer plans to kill your company after the purchase: its products and/or services would be discontinued, its operations would be shut down, its brand names would be shelved forever, etc. Your company would utterly and completely cease to exist. Would you accept this offer? Why or why not? What would be lost if your company were to cease to exist? Why is it important that your company continue to exist?

II.The “I Won the Lottery” game

You are a top-level manager in your organization. Suppose you woke up tomorrow morning and discovered that you suddenly had enough money in the bank to retire—comfortably. Would you nevertheless keep working for this organization? What deeper sense of purpose would motivate you to continue to dedicate your precious time and creative energies to this company’s efforts?

OUR VALUES

The most important thing in life is to decide what is most important.

What should our organization, department, unit, or team stand for? What should be the values by which we operate? Look over the list of values below. Circle any values that “jump out” because of their importance to you. Then write your top three values, in order of importance, below the list. Feel free to add values, if needed.

truth

persistence

resources

efficiency

sincerity

dependability

initiative

fun

trust

environmentalism

relationships

excellence

power

wisdom

teamwork

control

flexibility

service

courage

perspective

profitability

competition

commitment

freedom

excitement

recognition

friendship

creativity

learning

influence

happiness

honesty

justice

honor

originality

quality

innovation

candor

hard work

obedience

prosperity

responsiveness

financial growth

respect

fulfillment

community support

fairness

purposefulness

integrity

order

strength

peace

spirituality

self-control

loyalty

adventure

cleverness

clarity

cooperation

success

security

humor

stewardship

love

collaboration

support

1.

2.

3.

Source: K. Blanchard & M. O’Connor (1997), Managing by Values, San Francisco: Berrett-Kohler, p. 112.

FINAL EXAMINATION

CASE:TBA [Value = 40% of course grade, 20% for

team case presentation and 20% for paper]

READINGS:Review Thompson & Strickland & Gamble text (all)

TEAM CASE PRESENTATIONS:May 13 & 15, 2007 in class.

WRITTEN ANALYSIS DUE:Thursday, May 15, 2007, in class.

(late papers will be lowered one full grade for each day

overdue)

FORMAT:Review Syllabus: Case Analysis Guidelines

Study group teams will be assigned a new case study to analyze. The case(s) will be distributed in class during the first week of May. Teams should prepare a 10-minute presentation of the case and a 5-page paper addressing the following questions. Each presentation should allow for additional 10 minutes of Q&A. Be polished and professional!

1. Describe this company’s strategy in the last 5 years. [33%]

2. Evaluate this strategy, in the context of the competitive pressures the business faces. You should perform an industry and competitor analysis. To do this, you may need to conduct some primary or secondary research. [33%]

3. How would you advise the CEO and her/his team to proceed? Prepare an action plan for this company. Generate and evaluate long-range strategic alternatives against a stated set of goals and objectives. Discuss how the chosen alternative should be implemented. [33%]

Recommendation: outline your answers prior to writing. Do not spend time regurgitating case facts or photocopying exhibits from published or electronic sources. All work must be original. In grading the examination, my emphasis will be on analysis, formulation and implementation of competitive strategy.

Front-load your writing! Your written analysis should not exceed five (5) typed, double-spaced, 8 1/2 x 11 pages, exclusive of exhibits. No cover pages or binders, please. Please type your name, the title, and the page number in the upper right-hand corner of each page. Cite primary and secondary research sources in standard bibliographic format. Exhibits and endnotes should be numbered consecutively (i.e., 1, 2, 3,…) and presented at the end of your paper; be sure to refer to them in the body of your analysis.

Submit your case analysis in hard copy format only. Keep a copy of your paper for yourself, as your originals will not be returned to you. Course grades may be requested via e-mail after May 30. Be present and prepared to question other presenters on May 13 and 15, as attendance will be taken on both days.

Team Presentations

Teams should prepare a 10-minute presentation of the assigned case covering the topics below. Each team should prepare for an additional 10 minutes of Q&A.

1. Identify the problem or opportunity facing this organization; clearly state your recommended solution and why.

2. Perform an analysis of the company’s internal situation and external environment, including industry & competitors. Caution: some analytical tools may be more appropriate than others.

3. Substantiate your analysis with facts and data from the case. Answer the “So what?” question.

4. Develop alternative solutions, in the context of the competitive pressures the organization faces.

5. Prepare an action plan for this organization.

6. Generate and evaluate short- and long-range strategic alternatives.

7. Show clearly why your recommendation is superior to other alternatives.

8. Discuss how the chosen alternative should be implemented and if it is feasible.

9. Create a timeline and implementation plan. Identify any risks and contingency plans to address those.

10. Show evidence of professionalism, polish, teamwork, and clarity.

11. Prepare appealing visual aids, handouts and vocal techniques that support your presentation.

12. Involve each member of the team in the presentation and Q&A session.

NOTE: TEAMS MUST BE PUNCTUAL.

BUS 491— Seminar in Strategic Management

Team Presentation Score Sheet

YOUR NAME

PRESENTERS’ NAMES

DATE

[Key: 0 = Marginal; 1 = Satisfactory; 2= Superior]

[Comments]

PROBLEM IDENTIFICATION

Specified problem and solution

0

1

2

Depth of understanding of issues

0

1

2

Logical call to action

0

1

2

Total (0-6)

ANALYSIS

Internal assessment & financial analysis

0

1

2

External and competitive assessment

0

1

2

Factual support and relevance

0

1

2

Total (0-6)

RECOMMENDATIONS

Reasonable range of alternatives

0

1

2

Appropriateness of alternatives

0

1

2

Risks & contingencies clearly identified

0

1

2

Implementation timeline

0

1

2

Feasibility in terms of know-how, time, cost

0

1

2

Total (0-10)

TEAMWORK & PRESENTATION

Visual aids, sharing of workload, clarity, effectiveness in Q&A

Marginal = 0

Satisfactory = 1

Superior = 2

Total (0-2)

TOTAL POINTS

NOTE: Total possible points = 24 points. A = 20-24 pts., B = 15-19 pts., C = 11-15 pts., D = 6-10 pts., F = < 6 pts.

Manager’s Toolkit Exercise & Study Group Assignments

1. Note functional area to which your team has been assigned.

DO:

Review core course(s) in your functional area.

FOLLOW-ON: Identify spokesperson (*) & choose recorder.

2. Write a “Table of Contents” for a textbook in your functional area.

DO:

Put on overheads.

FOLLOW-ON: Use lists, headings, subheadings & bullet points

3. Get to know members of your team. Note individuals’ strengths and deficiencies. What would you look for in an ideal study group partner?

DO:

Prepare 10-minute presentation.

FOLLOW-ON: How would you advise us to review this material?

4. [45 minutes] Present your team members and Table of Contents to class

DO:

Review team members’ résumés

Define terms used in your presentation.

5. Audience: what were the strengths and deficiencies of this presentation?

DO:

What advice would you offer for improvement?

Bullshit Bingo

Do you keep falling asleep in meetings and seminars? What about those long and boring conference calls? Here is a way to change all of that!

How to play: Check off each block when you hear these words during a meeting, seminar, or phone call. When you get five blocks horizontally, vertically, or diagonally, stand up and shout BULLSHIT!!

Synergy

Strategic Fit

Core Competencies

Best Practice

Bottom Line

Revisit

Leap of Faith

24/7

Out of the Loop

Benchmark

Value-Added

Proactive

Win-Win

Think Outside the Box

Fast Track

I’ll Get Back to You

Empower

[or] Empowerment

Knowledge Base

At the End of the Day

Touch Base

Common Knowledge

Ball Park

“C” Level

Game Plan

Leverage

Testimonials from satisfied players:

"I had only been in the meeting for five minutes when I won." -Jack W. - Boston

"My attention span at meetings has improved dramatically." -David D. - Florida

"What a gas. Meetings will never be the same for me after my first win." -Bill R - New York City

"The atmosphere was tense in the last process meeting as 14 of us waited for the 5th box." -Ben G. - Denver

"The speaker was stunned as eight of us screamed 'Bullshit' for the third time in 2 hours." - Kathleen L. - Atlanta

BUS 491-03: 1/16/07

bus 491 - sonoma state university · web viewtopic: the importance of vision and values in strategy...

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