Enterprise Risk Management Asignment

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					    Foundations of Organizational Behavior and
            Management 02875/02880
                                                              Syllabus




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Home           COURSE ORGANIZATION
Instructor
Syllabus       The sections taught by Dr. Arnold have a strategic perspective.
Student        That is to say, the course is about "strategy" and "managing for
Registration   success". The course centers on the theme that an organization
Courses        achieves sustained success if, and only if, management has: 1. an
               astute and timely strategic game plan for running the organization,
               and, 2 .the ability to implement and execute the plan with
               proficiency. We shall stress how and why a well-conceived and
               well-executed strategy nearly always enhances an organization's
               long-term performance.

               The course pedagogy is a lecture format. Dr. Arnold will cover
               concepts and materials from the required text and supplement
               these concepts and materials with his experiences in managing
               strategy formulation and implementation. In addition, he will draw
               on current strategy decision-making and implementation topics in
               the popular press to emphasize key points.

               The purpose of this course is to sharpen your abilities to "think
               strategically" and weigh things from the perspective of what is best
               for the organization as a whole. Accomplishing this purpose means
               paying special attention to the tools of strategy analysis and sizing
               up an organization's competitive position. We will address the
               following strategic management concepts in a systematic fashion:
               managing in general (the reflective mindset), managing context
               (the worldly mindset), managing change (the catalytic mindset),
               managing organizations (the analytical mindset), and managing
               people (the collaborative mindset). As part of this process we will
               consider ethical principles and values in the strategic management
of organizations.

The course has all the ingredients needed to keep your interest,
enthusiasm, and attention. The glamour and the grand sweep of
"strategizing" and managing the enterprise down the road of
success can make the course fascinating and fun. It is my desire
that the course will make you competitively superior, successful in
your career, and much wiser about the secrets of first-rate
management.

Course Materials
The required text for all students is Formulation, Implementation,
and Control of Competitive Strategy, 8th Edition
(paperback),by John A. Pearce II and Richard Robinson, Jr.,
McGraw/Hill, Irwin, New York, 2003, ISBN 0-07-248852-2. Copies
are available at the Co-Op. Additional materials related to the
required text or assignments may be distributed from time to time
at no charge to the student.

Students who choose the business simulation (Option #3) in this
course will be required to purchase a players manual and a copy
of the simulation software. More information will be provided to
those students later in the course as an announcement on this
website.

Course Goals
My personal goals and objectives for you this semester are:

1. To develop your capacity to think strategically about an
organization, its business position, how it can gain sustainable
competitive advantage, and how its strategy can be implemented
and executed successfully.

2. To build your skills in conducting strategic analysis in a variety
of industries and competitive situations, and especially, to provide
you with a stronger understanding of the competitive challenges of
a global market environment.

3. To acquaint you with the managerial tasks associated with
implementing and executing strategies, introduce you to the range
of actions managers can take to promote competent strategy
execution, and give you confidence in being able to function
effectively as part of a company's strategy-implementing team.

4. To integrate the knowledge gained in other Foundations courses
and show you how the various pieces fit together and to
demonstrate how the different parts of an enterprise need to be
managed in strategic harmony for the organization to operate in
winning fashion.

5. To develop your powers of managerial judgement, help you
learn how to assess business risk, and improve your ability to
create results-oriented action plans.

6. To make you more conscious about the importance of ethical
principles, personal and company values, and socially responsible
management practices.

7. To help you apply the stategic management concepts in this
course to your personal and professional lives.

Course Policies
There are three options for fulfilling the requirements for this
course. Within each option an individual student's letter grade will
be determined subject to a signed binding contract with Dr. Arnold.
Every student should review the conditions for each option and the
associated letter grade determinants and submit two (2) copies of
the contract reflecting the option choosen. The contracts will be
provided by Dr. Arnold. Thursday, September 11, 2003 is the
deadline for submitting the contracts to Dr. Arnold. Failure to meet
this deadline will result in a default to Option #1 (the "traditional"
course option with it's associated grade determinants) with no
recourse.

OPTION #1. Take the course as a "traditional" course with three
scheduled in-class true/false and multiple-choice examinations,
and 2 written assignments.

Exam #1 is Thursday, September 25, 2003 in class and will cover
Chapters 1 - 3 in Pearce and Robinson. Exam #2 is Thursday
October 30, 2003 in class and will cover Chapters 4 - 7 in Pearce
and Robinson. Exam #3 is Tuesday, December 2, 2003 in class
and will cover Chapters 8 - 11 in Pearce and Robinson. Each
examination will constitute 30% of the letter grade.

Each written asignment will constitute 5% of the letter grade. Each
assignment will be a minimum of one full page and a maximum of
two full pages (single or double spaced)

Written assignment 1. is: In your opinion, what constitutes a well-
managed company (one you desire to create and run or one that
currently is in operation)? This assignment will be due on
Thursday, September 25, 2003 when you arrive in the classroom
to take Exam #1. NO EXCEPTIONS!!!

Written assignment 2 is: Describe your dream job/career and the
strategies you will employ to get there? This assignment is due
Tuesday, December 2, 2003 when you arrive in the classroom to
take Exam #3. NO EXCEPTIONS!!!

Grading determinants for OPTION #1 are as follows:

Average score on the three examinations plus the written
assignments credit totaling 88 and above will be and A.

Average score on the three examinations plus the written
assignments credit totaling between 74 and 87 will be a B.

Average score on the three examinations plus the written
assignments credit totaling between 60 and 73 will be a C.

Average score on the three examinations plus the written
assignments credit totaling between 50 and 59 will be a D.

Average score on the three examinations plus the written
assignments credit totaling below 50 will be an F.

OPTION #2. Take the course as a "research/writing/creative
strategy course". It is important to note that this option is designed
to include extensive self-directed activities by the student. A
contract in this option will require you to select in advance the
grade you are trying to achieve and then fulfill the determinants for
that grade.

The determinants are as follows:

Contract for a letter grade of C:

1. Five one-page (single or double spaced) written assignments.
Identify an article in a business publication or business website
and prepare a one-page summary of the article and turn in the
summary and a printed/Xerox original copy of the article. One
summary will be written for each topic area.The five topic areas
are as follows:
a. Job hunting strategies for the 21st century

b. The impact of demographic changes in the U.S. on domestic
markets

c. Personal investment strategies for the 21st century

d. International expansion strategies for a small company (i.e. less
than $10 million in gross sales)

e. Downsizing strategies for a major U.S. corporation

2. A New York Times quality book review. Choose a book (any
book: fiction/nonfiction, business/nonbusiness) and write a book
review (three-page maximum, single or double spaced) focusing
on the use of the strategic management concepts assigned and
discussed in this course and the insights to these concepts the
book provides the reader.

Contract for a letter grade of B:

1. Fulfill the requirements of 1 above.

2. Fulfill the requirements of 2 above.

3. Prepare a research paper (seven-page maximum double
spaced) on an executive or person you admire and would like to
emulate in your professional life. In particular, trace the person's
background, education, and career strategies. A discussion of the
person's moral and ethical approaches to their personal and
professional careers would be most helpful in providing additional
insight to understanding how they function as an invidual in
society. Also, a discussion of how the individual utilized the
concepts presented in the assigned readings in this class in their
personal and professional life is also expected to be included in
this paper. A discussion of the personal strategies you will use to
emulate this person is also required.

Contract for a letter grade of A:

1. Fulfill requirements of 1 above.

2. Fulfill requirements of 2 above
3. Fulfill requirements of 3 above

4. Do one of the following:

a. Develop a personal and professional management analysis for
yourself by using one or more of the topics discussed in the
assigned text. This management analysis should address the
following topics in particular: what are my strengths; how do I
perform; where do I belong; what is my contribution, relationship
responsibility and parallel career. A discussion of how you will
implement the results of your analysis is required. Your analysis
should be a maximum of 10 double-spaced pages. Dr. Arnold will
provide a handout as a guide to preparing the analysis.

b. Develop a business plan for a business that you desire to
create. If you want the experience of developing a business plan
but don't have a particular business in mind, Dr. Arnold has some
business ideas that you may find of interest so consult with him. Dr
Arnold will provide a handout to students choosing this option to
assist them in the business plan preparation.

c. Develop an original computer based or board strategy game.
This game may be demonstrated in class.

d. Develop an original strategy-related short movie or video. This
production may be shown in class.

e. Develop an original strategy-related multi-media show. This
production may be shown in class.

f. Write an original strategy-related short story or poem. The
original work may be read in class.

g. Write an original strategy-related song that may be performed in
class.

h. Create a 2-3 person team in the class and develop and perform
in class an original strategy-related skit.

i. Develop three 10 minute segments from released movies that
portray strategic management concepts studied in this class. Each
10 minute segment will include a written summary of the strategic
concepts portrayed in that segment.

j. Other creative strategy related work. You specify and get Dr.
Arnold's approval.

SPECIAL NOTE AND INFORMATION FOR OPTION #2

After the contract has been completed, failure by any student to
meet any one of the requirements of the contract under Option #2
will automatically result in a drop to the next lowest letter grade.
Failure to meet two of the contract requirements will result in a
drop of two letter grades, etc. For example, if a student contracts
for a grade of B and fails to meet one of the contract requirements
for a grade of B the student's grade will be lowered to a C. Failure
to meet two requirements in a B contract will result in lowering the
student's grade to a D.

ALL OF THE ASSIGNMENTS WILL BE DUE ON THE DATES
DESCRIBED IN THE COURSE SCHEDULE OF THIS ON-LINE
SYLLABUS. NO EXCEPTIONS!!!

OPTION #3. Take the course as a "hands-on" learning experience
by forming a 3-member team and running a company via a
computer simulation in competition with other teams in an industry.
This option is limited to 30 teams of 3 members each in each of
the 2 sections of this course taught by Dr. Arnold this semester.
Those who can participate will be on a first come first-serve basis.
Form your teams as soon as you can because when 30 teams
have signed the contract, this option will close and those who
didn't make the limit will automatically be required to choose
Option #1or Option #2.

In making your decision to form a team, please be aware that the
UT labs will not permit you to load the software on a UT computer.
Each team must have or have access to a PC or laptop that has
the following configuration:

1. Operating System: Windows 95, 98, NT, 2000, or XP.

2. Microsoft Excel: Excel 2000 or XP (recommended); or Excel 97
(the B-Game Chart and Graph option will not function with Excel
97).

3. Microprocessor: 233 MHz or faster.

4. Memory: 64+ megabytes of RAM if using Windows 95/98 OS;
128+ megabytes of RAM for Windows 2000 or XP OS.
5. Hard Disk Space: 5 megabytes. and,

6. Printer: A printer is recommended for optimizing your use of the
simulation exercise.

The simulation will run for eight weeks during the semester
beginning October 7, 2003. Student evaluations will be based on:

A. The achievement of:

1. End of B-Game sales revenues of at least $102 million.

2. Earnings per share (EPS) of at least $1.50 per share at the end
of the B-Game.

3. Return on investment (ROI) of at least 14.3% at the end of the
B-Game.

4. Market capitalization at the end of the B-Game of at least the
market capitalization of the company when you start running it
($90 million).

5. A bond rating of at least BBB at the end of the B-Game. and,

6. A company strategy rating of at least 50 at the end of the B-
Game.

B. An assessment of the company's performance at the end of the
"game" written by the team members for the Board of Directors.
and, C. A written evaluation of each member of the team after
week 4 of the "game" and another written evaluation of each
member of the team after week 8 of the "game".

It is expected that all members of all teams will attend all class
sessions.

Grades will be based on the team and individual performance in
managing their company in competition with other teams in their
industry to meet the items a - f in 1. above, the team report to the
Board of Directors described in 2. above, and the team evaluations
described in 3. above (a total of 9 requirements).

SPECIAL NOTE AND INFORMATION FOR OPTION #3

After the contracts have been completed,failure by a student
and/or the team to meet more than two of the requirements of the
contract under Option #3 will automatically drop the student and/or
the team's grade from an A to a B. Failure by a student and/or the
team to meet more than three of the contract requirements will
result in lowering the grade of the student and/or the team to a C.
Failure by a student and/or the team to meet more than four of the
contract requirements will result in lowering the grade of the
student and/or the team to a D. Failure to meet more than five
requirements will result in an F for the student and/or the team.

COURSE SCHEDULE

August 28

No formal class. Dr. Arnold is out of town

September 2

Introduction to the class

September 4

Pearce and Robinson (P&R) Chapter 1. Strategic Management (30
minutes).

Meeting in class of students interested in the Option #3 business
simulation game (B-Game) (30 minutes).

September 9

P&R Chapter 1 continued (30 minutes)

Meeting in class of students interested in the Option #3 business
simulation game (B-Game) (30 minutes)

September 11

P&R Chapter 2. Defining the Company's Mission and Social
Responsibility. (30 minutes)

Meeting in class with Option #3 B-Game participants. (30 minutes)

Deadline for the submission of contracts to Dr. Arnold. To be
submitted in class. Failure by any student to meet the deadline will
cause the student to automatically default to Option #1 with no
recourse.

September 16

P&R Chapter 2 continued.

September 18

P&R Chapter 3 The External Environment.

Option #2 Job Hunting Strategies in the 21st Century summary
due in class.

September 23

P&R Chapter 3 continued.

September 25

Option #1 Exam #1 in class.

Option #2 will not meet.

Option #3 will not meet. B-Game trial run decision disks due in Dr.
Arnold office (CBA 3.410) between 1:00 - 3:00 p.m.

September 30

No Class.

October 2

P&R Chapter 4 The Global Environment..

Option #2 The Impact of Demographic Changes in the U.S. on
Domestic Markets summary due in class

October 7

P&R Chapter 4 continued.

Option #3 Year 1 B-Game decision disks due in class.

October 9
P&R Chapter 5 Internal Analysis.

October 14

P&R Chapter 5 continued.

Option #3 Year 2 B-Game decision disks due in class.

October 16

P&R Chapter 6. Formulating Long-Term Objectives and Grand
Strategies.

Option #2 Personal Investment Strategies in the 21st Century
summary due in class.

October 21

P&R Chapter 6 continued.

Option #3 Year 3 B-Game decision disks due in class.

October 23

P&R Chapter 7. Strategic Choice In Single or Dominant-Product
Business.

Option #2 International Expansion Strategies For A Small U.S.
Company (i.e. less than $10 million in gross sales) summary due
in class.

October 28

P&R Chapter 7 continued.

Option #2 Book review due in class. NO EXCEPTIONS.

Option #3 Year 4 B-Game decision disks due in class.

October 30

Option #1 Exam #2 in class.

Option #2 will not meet.
Option #3 will not meet.

November 4

P&R Chapter 8 Strategic Analysis in Multi-Business Company.

Option #3 Year 5 B-Game decision disks due in class,

Option #3 Individual team member evaluation of all team members
performance during the first 4 years of the B-Game is due in class.

November 6

P&R Chapter 9. Implementing Strategy.

November 11

P&R Chapter 9 continued.

Option #3 Year 6 B-Game decision disks due in class.

November 13

P&R Chapter 10 Structure, Leadership and Culture.

Option #2 Downsizing Strategies For A Major U.S. Corporation
summary due in class.

November 18

P&R Chapter 10. continued.

Option #3 Year 7 B-Game decision disks due in class.

November 20

P&R Chapter 11 Strategic Control and Continuous Improvement.

Option #2 students contracting for letter grades of A or B. The
research paper on executive or person you admire is due in class.

Option #3 Year 8 B-Game decision disks are due in class.

November 25
No class. Work on Assignments

November 27

Thanksgiving. No Class.

December 2

Option #1 Exam #3 in class.

Option #2 will not meet.

Option #3 will not meet.

December 4

Course wrap-up. All students are expected to attend.

Option #2 Students contracting for a grade of A, assignment #5
due in class

Option #2 Students contracting for a letter grade of A
presentations in class.(Optional for the student. Presentation not
required.)

Option #3 Written report to the Board of Directors assessing the
company's performance during the B-Game and recommendations
for the future of the company due in class.

Option #3 Individual team members evaluations of all team
members performance during years 5-8 of the B-Game due in
class.

Course Term
From August 28, 2003 To December 5, 2003
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