BA 4101: GLOBAL BUSINESS POLICIES

SECTION 402, Fall 2016

Meeting Days & Time: Monday 5:30pm to 8:00pm
Meeting Place: Temple Center City Campus Room 306

Instructor:

Robert D. Katz, CTP, CPA, MBA

Office/hours:

By Appointment
EisnerAmper, LLP
One Logan Square
130 North 18th Street, Suite 3000
Philadelphia, PA 19103-2757
Office: (215) 881-8828
Cell:
(215) 738-5542

Contact info:

Primary: robert.katz@eisneramper.com;
Secondary: rdkatz@temple.edu
Secondary checked less frequently

Course prerequisites

This course is restricted to graduating seniors. All lower and

upper division core requirements must be successfully
completed before registering for BA 4101.

BA4101: GLOBAL BUSINESS POLICIES

COURSE SYLLABUS
COURSE DESCRIPTION
Welcome to the capstone course of the undergraduate curriculum!
The Undergraduate BBA PROGRAM LEARNING GOALS are as follows:
1. Understand critical business concepts.
2. Apply critical thinking to business problems.
3. Demonstrate effective oral and written communication.
4. Understand the ethical, legal, and social responsibilities of individuals and organizations.
COURSE OBJECTIVES
The Business Policies course culminates your BBA program learning experience before graduation. The
objective of this course is to introduce you to the role of the strategic manager, someone, such as a
CEO, who is concerned with the problems of and responsible for the overall and long-term well-being of
the organization, both business and not-for-profit.

Provide you with the critical thinking skills necessary to function as a strategic manager or to
perform the tasks comprising the strategic management process this is the primary objective
of the course

Integrate and apply the knowledge accumulated in functional areas, such as marketing, human
resource management, operations, accounting and finance

Prepare you for management careers by providing in-class opportunities for you to
communicate orally and in written formats, to lead and to work with others in realistic work
settings

Expose you to the ethical and societal issues raised in operating an enterprise

To provide you with experience in dealing with real strategic decision issues facing managers in
all types of organizations: business and not-for-profit; large and small; and domestic and
multinational, primarily through the use of the case method

Provide you with opportunities to think like a CEO or President of an Organization; develop
the ability to think about the vision and direction of a Company.

Prepare you for the real world of work in all its settings

DESIRED OUTCOMES
By the end of the semester, you can answer the following questions concerning a firm:
1. Based on the facts presented in a case and independent research, how well is the firm doing over
time and relative to its peers?
2. Describe and assess the firms strategy and vision.
3. Based on the analysis of the firm and its industry, is the strategy appropriate? Explain the answer in
detail.
4. Recommend changes to strategy to enhance, maintain or turnaround the performance of the firm

5. Based on the analysis of the firms organizational structure, culture, systems and processes, examine
in detail the way the strategy is implemented.
6. Recommend changes to the implementation of the strategy to enhance, maintain or turnaround the
performance of the firm
Also, you must be able to:

Prepare clear and concise written business reports with appropriate content, substance and
documentation;

Deliver polished multi-media business presentations to executives in a professional manner;

Articulate, discuss and defend your ideas and proposals in a professional manner;

Develop teamwork, leadership and diversity skills through group projects and class discussions.

REQUIRED COURSE MATERIAL

[HBSP] Cases and some specific readings are available online at a discount from Harvard
Business School Publishing. Youll need to order the Course Packs Specific for this Section:

http://cb.hbsp.harvard.edu/cbmp/access/51627535

If you have never used the Harvard website before, you can call (1-800-810-8858) the customer
service desk is extremely helpful.

[BB] Black Board Readings: Readings and Cases are posted on:

My BA4101 Blackboard Section

Also visit the Fall 2016 BA4101 Community BB.

You are to read.ALL ASSIGNMENTS PRIOR TO THE DATE THEY ARE

DUENO KIDDING>>>>>THEY WILL BE DISCUSSED IN CLASS THAT DAY/ON
THE DUE DATE

Useful online resources: quickmba.com, netmba.com, and investopedia.com.

Suggested Readings:
It is strongly recommended, but not required, that you read and subscribe to at least
one business publication. The following business publications are available at the
Temple libraries or via short-term subscription (see your instructor):
The Wall Street Journal; Business Week; Fortune; Forbes; The New York Times.

Contacting Me

Please use robert.katz@eisneramper.com as my primary email contacts. I check that multiple

times a day. The rdkatz@temple.edu is a secondary email; I do not check it as frequently. It will
be unacceptable if a student leaves a message on the secondary email and states that they did
not receive a response and therefore missed an assignment or information.

GRADING
A students grade in the course will be based on performance in several activities and efforts. The weight
for each is given in below:
Attendance, preparation, class participation, attitude:
In-class finance test:
Individual conceptual tests #1 (in class or take home):
Individual conceptual tests #2 (in class):
One group written memo to management:
Group presentation(s):
Individual Executive Memo on a case:
Assignment and event participation on EMC Case:
Total

15%
5%
15%
15%
15%
20%
10%
5%
100%

Sudden Thoughtsand Second Thoughts A Goal and Objective

I hope this email finds you well.

I'm not sure if you remember me but I was in your BA Capstone course. I just wanted to give
you a little update, as well as take this time to say thank you.
During the time that I was applying to Masters programs I also applied to a few jobs here in
Kuwait. After hearing back, I decided on a job in the retail department at the head office of
AlAhli Bank of Kuwait, one of the main banks here in my country.
It's been almost 6 months since I started, and I can happily say that I absolutely love my job. A
large part of that is due to the fact that I was able to start it with a lot of background knowledge
and skills which I owe in part to you and your teachings.
Your teaching impacted me. because you taught us real life situations and solutions. Your
method was not simply lecture, but real scenarios and stories. I cannot tell you how much I
appreciated that then, and even more so now.
Today at my job I regularly reflect back on your course when I am unsure of how to proceed
with an act, when developing strategy plans (which I never actually imagined I would end up
doing!), or even something as simple as a one-on-one meeting with a GM. Your teachings
regularly influence me.
6 months since starting my job, I have been given additional responsibilities along with greater
recognition by top management. I recently spoke with a manager who told me he wished more
employees were given as strong a foundation as I was blessed with. It truly is the foundation that
sets the tone for the rest of our careers.
Sincerely,
Shahad Al-Ali

TENTATIVE COURSE SCHEDULE*

Unless otherwise noted, all readings are in the required coursepack or are on the course website for the
semester.
Each week you need to be prepared to discuss the assigned readings
Week 1

Aug 29

Course Introduction and Overview

Read:
Course syllabus
What is strategy? Porter [BB]
A Guide to Case Analysis [BB]
Unstructured Case: CoolBurst
Assignment:
Be prepared to discuss the salient issues of each

*****

Sept 5

LABOR DAY NO CLASSES

Week 2

Sept 12

Strategy and the External Environment (General and Industry)

Watch: https://www.youtube.com/watch?v=mYF2_FBCvXw
Read: The Five Competitive Forces That Shape Strategy - Porter [BB]
Read/Scan:
SWOT Looking Inside (HBSP 5535BC) - Provoke Thinking
SWOT Looking Outside (HBSP 5528DC) Provoke Thinking
Read: Apple Inc in 2015 [HBSP] Assessment & Financial Analysis
Apple financials You are the decision maker. What questions do you want
answered? What data do you have? .
Tying the analyses together.
Symptoms found, analyses performed, problems identified, options to address
problems, recommendations, implementation issues, and tracking metrics.
How did we do answering these questions
1. Evaluate the profitability and dynamics of the PC industry. Are these dynamics
favorable or problematic for Apple?
2. What is Apples strategy? What were Apples competitive advantages in the
computer business (and also in its other businesses)?
3. Why has Apple had so much difficulty in the PC industry over time?
4. How sustainable is Apples competitive position with MP3 players? With
smartphones?

Assignment: To be handed in Syllabus Critique

This schedule is subject to change. Your instructor will inform you of any changes.

Week 3

Sept 19

Strategy, Resources, and Performance

Read:
Competing on Resources Collis and Montgomery [BB]
The Balanced Scorecard: Measures that Drive Performance Kaplan &
Norton [BB]
Financial Statement Analysis (BB)
Review for quiz in week 4:
T/P:

Human Capital and Working Capital

T/P: Tinker Toys

Week 4

Sept 26

Strategy, Resources, and Performance

Read:
Creating competitive advantage Ghemawat and Rivkin [BB]

Walt Disney The Entertainment King (Case # 9-701-035)

1. What is the current market positioning and strategy? How does the
organizational structure and processes, support these? In other
words, what has made Walt Disney so successful so far?
2. What external and internal challenges does Walt Disney face? How
will these changes affect its financial (and other measures of)
performance?
3. To sustain performance at the current high levels, what changes or
refinements may be necessary to the firms strategy and
organizational infrastructure?
4. What are the short-term and long-term priorities? How should the
priorities be implemented?
*** financial statements and financial ratios Quantatitve Test
Remember to bring your calculator to the class. You are allowed to bring one sheet
(two sides) of notes to the test

Week 5

Oct 3

Strategy and Performance

Read:
Types of Strategy: Which strategy fits your business? HBSP
Apple Inc in 2015 [HBSP] Assessment & Financial Analysis
Apple financials You are the decision maker. What questions do you want
answered? What data do you have? .
Tying the analyses together.
Symptoms found, analyses performed, problems identified, options to address
problems, recommendations, implementation issues, and tracking metrics.
How did we do answering these questions
5. Evaluate the profitability and dynamics of the PC industry. Are these dynamics
favorable or problematic for Apple?
6. What is Apples strategy? What were Apples competitive advantages in the
computer business (and also in its other businesses)?
7. Why has Apple had so much difficulty in the PC industry over time?
8. How sustainable is Apples competitive position with MP3 players? With
smartphones?

Week 6

Oct 10

T/P: Changing Minds (HBSP - SO405C).

Strategy Implementation
Read:
From competitive advantage to corporate strategy Porter [BB]
What is an organizations culture Christensen (HBSP)
T/P: Big Shoes to Fill (HBSP R0605A);
T/P: College Tuition Article
LAYING FOUNDATION

Week 7

Oct 17

Week 8

Oct 24

T/P: Choosing a Frame of Reference (i.e Perspective/Catch a Breath) Scan - (BB)

Conceptual Test #1

Strategy Formulation
Read: When to Ally & When to Acquire Dyer, Kale, Singh [BB]
Read: Best Buy Co, Inc (2015) [HBSP]
Questions (for class discussion):
1. Analyze the general and industry environments.
2. Evaluate Best Buys strategy; Analyze Best Buys resources and capabilities.
3. Recommend changes to Best Buys strategy to enhance and maintain
performance.
Presentations and Individual Memo Teams 1 & 2

Week 9

Oct 31

Strategy Formulation
Read: Chapter 8: International Strategy Hitt, Ireland, Hoskisson [BB]
Read: Dansko, Inc. [HBSP]
Questions (for class discussion):
1. Describe the performance of the firm
2. Describe the strategy of the firm
3. Based on the analysis of the firms organization structure, culture, systems and
processes, examine the way the strategy is implemented.
4. Recommend changes to the implementation of the strategy to enhance,
maintain or turnaround the performance of the firm.
Presentations and Individual Memos Team 3 & 4

Week 10 Nov 7

Strategy Formulation and Implementation

Read: Coffee Wars in India: Caf Coffee Day Takes on the Global Brands [HBSP]
Questions (for class discussion):
1. What should be the most important goals for VG Siddhartha and Venu Madhav
when considering their response to Starbucks entry into India?
2. What are CCD's competitive advantages? Biggest competitive challenges?
3. What are Starbucks most important advantages and challenges?
4. How should Siddhartha and Madhav respond: 1) slight course correction? Or 2)
bigger, bolder, aggressive reaction?
5. Explain your rationale.
Presentations and Individual Memos Teams 5, 6, & 7

Week 11 Nov 14

T/P: Acquisition Opportunity Ally, Divest or Acqure?

Strategy Formulation and Implementation
Read: McDonalds [HBSP]
Questions (for class discussion):
1. Which trends in the external environment are likely to have the greatest
impact on the companys ability to sustain a competitive advantage? Explain.
2. Assess McDonalds business-level strategy.
3. Assess McDonalds international strategy.
4. Evaluate McDonalds performance. What do you recommend Thompson do?
Explain.
Presentations Team 1 & 2; Group Memos

Nov 21

T/P: Ethics (No handout)

Fall Break.ENJOY

Week 12 Nov 28

Strategy Implementation

******

*** In-class Conceptual Test #2 to be handed in.

The Art of Negotiation Special Project Bonus Opportunity

Week 13 Dec 5

Read: Lincoln Electric [HBSP]

Questions (for class discussion):
1. What is Lincoln's strategy? How would you describe Lincoln's approach to the
organization and motivation of its employees?
2. What role have this strategy and approach played in Lincoln's performance?
3. What factors would be critical to Lincoln's continued success?
4. How applicable is Lincoln's approach for other companies and countries?
5. What recommendations would you make? Should Lincoln expand into India?
In other countries?
Presentations by teams 3 & 4; Group Memos Team 3 & 4
T/P: Corporate Governance Hitt, Ireland, Hoskisson [BB]

Last

Class

Week 13 Dec 12

Strategy Implementation
Read: Renault-Nissan [HBSP]
Questions (for class discussion):
1. Evaluate Renaults and Nissans resources and capabilities.
2. Why did Renault decide to form an equity alliance with Nissan instead of (a) a
non-equity alliance, (b) a full acquisition of Nissan or (c) organically building up
the skills and developing markets by itself. Compare and contrast the options
and try to estimate the cost and benefit of each option.
3. Analyze the industry structure.
4. Assess the structural changes Ghosn made to the organization.
5. Evaluate the success of this alliance. Are the criteria sufficient to evaluate the
alliance?
Presentations by teams 5, 6 & 7
Group Memos

Week 13 Dec 12

ALL PEER EVALUATIONS ARE DUE

Semester Calendar
Mon, Aug 29
Mon, Sept 5
Mon, Sept 12
Tue, October 25
Mon, Nov 21 to Sun, Nov 27
Mon, Dec 12
Tue, Dec 13 Wed, Dec 14
Thu, Dec 15 - Wed, Dec 21

Classes begin
Labor (no classes)
Last Day to Add or Drop a Course
Last Day to Withdraw from a Course
Fall & Thanksgiving Break (no classes held)
Classes End
Study Days
Final Examinations

GRADING
Please note that students need a C in this course in order to graduate. There is a deadline for course
withdrawal to which the Deans Office strictly adheres (See calendar above). Absolutely, no "makeup"
work will be permitted. It is unfair to classmates who meet their responsibilities on time.
A students grade in the course will be based on performance in several activities and efforts. The
approximate weight for each is given in below. However, these weight ranges are only guidelines; your
instructor may want to deviate somewhat from them, depending upon class circumstances:
1. Class attendance, preparation, participation, (T/P-Thought Provoking) and attitude [15
percent]. Class attendance, class preparation, and class participation are essential, just as in
your future jobs and work careers. You will be called on in class occasionally to assure that
everyone is given an opportunity to participate. Come prepared to discuss your assignments.
Treat attendance at class as a professional responsibility: be prompt, prepared, attentive, and
positive in attitude! As on the job, attendance is mandatory! Missing ten percent of class
sessions is considered excessive; so if your section meets once a week, this translates into two
absences, the number sufficient for you to be dropped. Remember, your instructor has the final
authority to drop you from the course if you do not fulfill requirements. Come prepared to
discuss your assignments.
Excessive lateness may be counted as absences, at the instructors discretion.
After giving due notice, your instructor will begin grading class participation from about the
third week. The total points you earn during the term, relative to the highest points total in
class, will determine your final class participation grade/score. Both the quality and frequency of
your participation will count towards your grade. Note, however, that high-quality or relevant
contribution will earn you a higher participation grade than frequent but insignificant
contribution. It is your responsibility to check periodically with your instructor on how you are
conducting yourself with regard to class participation.
Reading the popular business press, specifically the WSJ, is encouraged it helps you contribute
something relevant to the issues and cases at hand. Not participating in class will affect your
class participation grade (and thereby, your final grade) significantly, even if your performance is
exceptional otherwise. Not wanting or not liking to participate during class is a deliberate
choice that you make, being fully aware of its effect on your grade. Also, you will not get class
participation points for just being present in class. There is no down side for trying.
Note that class participation is likely to be a highly competitive exercise. It is up to you to attract
the attention of the instructor without, of course, disturbing/distracting the class session. If you
feel that you are being passed over despite making attempts to participate, please bring this
issue to the instructors notice at the end of that class session. Also, if you have any other
problem on this count, discuss the issue with your instructor immediately instead of waiting till
the end of the term.
Your instructor may ask you to write the answer to questions of the case to be collected
(randomly) for participation points
Your instructor will begin grading class participation from the second week. You will earn
points for highly original.DAZZLING!!!!! contributions.

10

2. In-class finance test [5 percent]. You covered material for this test in your previous finance and
accounting courses. We will not cover it further or formally review it in our class. We have,
however, compiled videos and power points that should help you review the relevant concepts
on your own. Please see the folder Financial Ratio Review PPTs and videos in the
BA4101/4901 Global Bus Policies Community on Blackboard.
3. One Group memo to management [15 percent]. Each group is required to write analyses of a
case and answer a few specific questions for the case. The paper is due on the date the case is
due for discussion in class.
The page limit for this paper is 6 double-spaced pages (not including the cover page and
exhibits) using Times New Roman 12 point font. Do not add another double space between
paragraphs. In addition to your answers to the questions your paper will be evaluated generally
for writing competence (i.e., format, English Usage, logical structure, etc.). Your instructor may
downgrade your memo due to ineffective writing skill. If that is the case, once your paper is
graded and returned, you will have the opportunity to rewrite it for a better grade. The
instructor may require you to have your written assignments evaluated by a Writing Center
consultant before and/or after you submit your work. Your final grade for a rewritten
assignment may be adjusted upward at the discretion of the instructor.
Please note that the rewritten assignment is primarily for writing problems in your paper and
not intended to make-up for wrong answers in the first place. As such you should not introduce
new material or analyses not present in the original submission, such as that obtained from class
discussion of the case or instructors comments. Any increase in grade will derive from
improvement in the organization, structure, format, clarity of the written work, and English
usage. It is recommended that you refer to the book Effective Business Writing, by Maryann
Piotrowski, TU Writing Center material.
This is a group assignment. Discussion of group case assignments is not allowed across groups.
Your instructor will assign the case. This written submission will be due on the day the case is
scheduled for presentation by other groups and for discussion in the class. A Word file copy of
all memos must be filed in the SafeAssign folder of the Blackboard of your class section one
hour before class (no exceptions!). You will not be allowed to submit more than one document
on Safe Assign. Please make sure that your entire memo including the cover page, body, and
appendices are included in one document. Please see Temple Universitys plagiarism policies
that apply to the submission. You may be given additional instructions in this regard.
4. Case presentation(s) by teams of 4 or 5 students [20 percent]. Teams of students will be
formed by the instructor with the objective of achieving diversity among team members in
disciplines, race, gender, and ethnicity, as might be expected in the workplace. Broad guidelines
for case presentations are presented on the community Blackboard site. Your instructor will
provide further guidelines in this regard.
Each team will analyze cases (on different dates) and present the analyses in class presentations
on the days when the cases are scheduled for discussion. It is important to note that it is
assumed that these presentations are to be given to the case companys top management,
not to a college class.

11

Each presenting group will be acting as the Companys President/CEO. It is

important to note that it is assumed that these presentations are to be given to the
case companys Board of Directors, not to a college class. Presentations will be
approximately 15-20 minutes, followed by a question & answer period, with the class
playing the role of the companys Board of Directors.

For the First Presentation:

Since you are presenting to the Board; a crisp PowerPoint hand out would be deemed
appropriate to assist the busy Board Members in preparing for the meeting. It can be as
many slides as you like.
For the Second Presentation:
Assesses your ability to prepare and persuade-as the presentation will include no more
than 4 slides as visual aids/handouts-to be determined.
Your grade on the presentations, in part, will depend on the evaluation of your
contribution by other members of your team. Attachment C provides further guidelines
for team self-evaluation.
Your instructor will assign the cases to your team.
Good teamwork is essential if your team is to perform effectively. Since it is inevitable that
sooner or later you will have to participate in a team project while on the job, this is a great
opportunity to practice your interpersonal skills before the consequences of your actions can
affect you professionally.
5. In-class conceptual test/project [15 percent each]. The first will be in an in class test and the
second will be project; parameters to be discussed see due dates in the syllabus.
6. Questions for the CEO and event participation on EMC case [5 percent].
7. One Individual case-related Executive Memo [10 percent].
8. Bonus Opportunity Increase one of your assignments by grade.

VIDEO VAULT
Strategic management concepts are taught via course readings, lectures, class discussion, and videos.
You are encouraged to view these videos which were created to support this capstone course.
Strategic Management Concepts
What is Strategy? (Guntram Werther) - https://www.fox.temple.edu/vault/video/what-isstrategy/
Case Analyses (Tony Seeton) - https://www.fox.temple.edu/vault/video/the-analytic-processan-8-step-framework-for-effective-case-analysis/

12

PEST Analysis (Guntram Werther) - https://www.fox.temple.edu/vault/video/creating-a-usefulpest-analysis/

Porter's 5 Forces (Joan Allatta) - https://www.fox.temple.edu/vault/video/industry-analysis-andporters-5-forces-the-intuition/
VRIO Analysis (Don Hopkins) - https://www.fox.temple.edu/vault/video/vrio-analysis/
SWOT (Tony Seeton) - https://www.fox.temple.edu/vault/video/the-8-box-swot-a-bridgebetween-analysis-and-strategy/
Value Chain (Tony Seeton) - https://www.fox.temple.edu/vault/video/the-value-chainconfiguring-activities-to-create-competitive-advantage/
Diversification (Joan Allatta) - https://www.fox.temple.edu/vault/video/diversification/
Tying the frameworks together (Joan Allatta) - https://www.fox.temple.edu/vault/video/tyingthe-frameworks-together/
Value-Price-Cost Framework (Joan Allatta) - https://www.youtube.com/watch?v=pQboj3NpG-k

Financial Statements and Ratios

Howard Keen - https://www.fox.temple.edu/vault/video/financial-ratios-firm-performance/
Howard Keen - https://www.fox.temple.edu/vault/video/financial-statements-2/
Bruce Rader - https://www.fox.temple.edu/vault/video/introduction-to-financial-statements/

TEMPLE UNIVERSITY PLAGIARISM POLICY

It is the policy of the University that plagiarism of any sort is totally unacceptable and subject to
severe and immediate disciplinary action. Acts of plagiarism include copying in part or whole from
previously submitted reports, using as ones own without acknowledgement or citation or quotation
material from previously published matter in any medium (i.e., printed or web-based or audio/visual),
purchasing commissioned research, or providing common submissions of the same material in
different sections, being the major ones. If you have any doubts as to whether something that you will
submit as your work will be questioned, be sure to discuss this matter with your instructor before any
formal final submissions, not afterwards! An act of plagiarism is grounds for immediate failure in the
course. The University Disciplinary Committee to which most plagiarism charges will be forwarded may
assess additional penalties.
http://bulletin.temple.edu/undergraduate/about-temple-university/student-responsibilities/

DISABILITY DISCLOSURE STATEMENT

Any student who has a need for accommodation based on the impact of a disability should contact the
instructor privately to discuss the specific situation as soon as possible. Contact Disability Resources and
Services at 215-204-1280 in 100 Ritter Annex to coordinate reasonable accommodations for students
with documented disabilities.

ON THE USE OF CELL PHONES AND OTHER PORTABLE DEVICES

Connectivity in the classroom has become both a plus and minus. On the upside, it allows real time
access to important information. On the downside it has proven to be more of a distraction and
detracts from the environment. In the years of teaching I have anecdotally found that those students
using laptops or doing serial texting do more poorly in the course than those which attempt to pay
attention. I am sure this is not a revelation to any students.

13

Cell phones: Please turn off or silence and store your phone during class. If I find students using their
phones during class and they cannot engage in the discussion, they will receive negative participation
for the day. Students using cell phones during fellow student presentations will automatically receive
negative credit for the day.
Electronic items and Exams: Under no circumstances are any electronic devices to be on the desk or in
view during exams. They must be turned off or silenced and stored. Should a student need to exit class
during an exam for any reason, they must place their phone on the table in the front of the room. Their
property and privacy will be respected while they are out of the room and they may pick up their phone
when they return. Note that the phone should be in the off position while the student is out of the
room. This assures no accidental viewing of private calls or messages will occur in their absence.
Your individual instructor may have additional instructions regarding electronic devices.

STUDENT AND FACULTY RIGHTS AND RESPONSIBILITIES

Freedom to teach and learn are inseparable facets of academic freedom. The University has a policy on
Student and Faculty and Academic Rights and Responsibilities (Policy #03.70.02) which can be accessed
through the following link: http://policies.temple.edu/getdoc.asp?policy_no=03.70.02.

GROUP WORK, GROUP DYNAMICS, AND PEER EVALUATIONS

In order for a group to do well, each member must be actively involved in the analysis, discussion, and
preparation of the final report and presentation. Failure to actively participate cheats both you and
your other team members. Thus, there is little tolerance for free riding. It is primarily your
responsibility to eliminate free riding. The incentive alignment mechanism will be the peer evaluation at
the conclusion of the course. Individual members who have not contributed to the group reports will
have the final grade for group assignments adjusted to reflect their actual contribution level. This has
affected a small percentage of students each semester. Your instructor will provide further guidance
and clarification regarding submission of peer evaluations. Students not completing a PEER review will
receive reduced end of the semester grade.
Should the group dynamic be less than ideal, it is encouraged that members of the group try and work
issues out on their own. This is the same dynamic that will be encountered in team settings in the
workplace. Should the problem be slightly more difficult to rectify it is encouraged that students bring
this to light early in the semester so that some potential solutions can be discussed.
The Team may fire a member who does not contribute. A team may ask a member who is not
contributing to leave. The fired student then will have to complete assignments as determined by the
instructor. The team must inform the instructor and the student of the decision at least one week prior
to the due date of an assignment. This action should not be taken casually because the fired student
will have a very heavy burden placed upon him/her to complete the course. Before the team takes this
step, the offending student should be made fully aware of the teams dissatisfaction with his/her
performance and given sufficient opportunity to make amends. The instructor will not interfere with this
decision.

14

WORK SUBMISSIONS
All assignments must be turned in on time unless written permission from the instructor is obtained in
advance of the due date time (your instructor may give you more specific instructions as to exactly
where, when and how s/he wants assignments submitted). Please do not ask to be an exception to this
policy, since it would be unfair to your classmates. If you have a serious problem in meeting any
deadline, see the instructor about it before the assignment due date, not afterwards.
Copies of all major written assignments and presentations need to be deposited in the appropriate
SafeAssign box on your sections Blackboard. SafeAssign detects possible plagiarism in student papers.
All major written assignments will be evaluated by the SafeAssign system for originality. Any identical
wording between your paper and that of any other paper currently or previously submitted virtually
anywhere else can be detected easily and that constitutes plagiarism. Prior semesters, several
students failed the course because of this practice. It is absolutely necessary that you provide your
instructor with the identical hard copy report to that which you file in the BB SafeAssign box. Filing of
different versions of the same assignment will be grounds for immediate failure in the course.

BLACKBOARD
It is your responsibility to visit often the Blackboard site of your section and follow the guidelines and
policies. Additional resources will be available at the BA4101 Community Blackboard site.

15

ATTACHMENT A: Guidelines for Group Case Memo & Individual Executive Case Memo
The page limit for the Group case memo is 6 double-spaced pages (not including cover page, exhibits,
and bibliography) using Times New Roman 12 point font. Do not add another double space between
paragraphs. The cover page near the top should provide DATE/TO/FROM/RE on separate lines
appropriately spaced. A few lines below include an Executive Summary (ES), single-spaced of 150
words or less. The ES essentially is a synopsis of the most important elements of your report. Think of it
as something to be read by someone that doesnt have time to (or wont) read your entire memo.
Hence, the ES should definitely include (but not necessarily limited to) your key results, conclusions,
recommendations and expectations of results derived from implementation.
The page limit for the Individual Executive Case Memo is 3 pages double spaced.
Remember, you are writing a report to the companys management! Its not supposed to be an
academic exercise prepared for a course instructor. In other words, dont regurgitate case material
unless it is in support and relevant for some point that you are trying to make. Dont recopy a case
exhibit verbatim into your report (or presentation). Of course, you can introduce such material if it has
been reinterpreted or employed in further analyses or computations.
A suggested general outline for an appropriate case analysis is provided below (your instructor may give
you additional instructions). However, remember that these are only guidelines. There is no "one best
way" to analyze cases or real world business situations. The case memos should have the following
components:

The introduction section should provide the reader with a clear sense of the purpose and
content of the memo (or report). Present a clear and concise statement of the problems that
suggest themselves by the case material provided. Describe briefly what the reader is going to find
in the memo.
Based on the analysis, what are major findings of the external environment and internal
condition of the firm? What is the firm strategy? Present a concise and relevant analysis of the
internal and external environments of the firm, including financial and economic analyses, graphs
and spreadsheets of relevant data and trends. It is important that you attempt to identify as
explicitly as possible the relevance (or implications) of these current and prospective
environmental findings for your subject company. Your position in time (i.e., when you are
conducting your analysis) is when the case material ends (this is evident for all cases that you will
be assigned). You are encouraged to use the extensive TU Library resources in the conduct of your
environmental assessment. Actual events, trends, economic activity, etc. all relevant matters
external to the subject company that have taken place from the end of the case up to the
present may be taken as forecasts that youve made as part of your environmental assessment.
What are the possible options for the firm? Identify clear, concise and appropriate alternatives to
resolve the problems (if this is appropriate for the case in question). Once youve identified
alternative options, you must comparatively evaluate these. You cant just pick one and say thats
the best.
What are the recommendations? Include your recommendations to the management. If you
havent laid the ground work (i.e., rationale) for your recommendations as yet, you should return
to your analysis and do so before you state your conclusions and recommendations. Once the
recommendations are stated you should consider the feasibility of implementing them. Your
implementation plan is the best justification and defense of your recommendations.
What are the suggestions for implementing the recommendations? Present a clear, concise and
appropriate analysis of relevant implementation, evaluation and control issues (the extent to
which this step is necessary will vary from one case situation to the next).
Include an appropriate bibliography and citations of references.

16

ATTACHMENT B:
Guidelines for Presentation of the Case Situation in a Professional Manner

The group should make the assumption that it is a strategic analysis team that has been assembled
by the case companys top management to confront the situation presented in the case. When
youve completed your strategic assessment, you will present your results to the companys top
management (in effect, the class listening to your presentation or the reader of your report is the
company top management). Think of the case as material/data given to you by the top
management to kick off your assignment.

Students therefore should assume that the audience, the listeners or reader, is thoroughly familiar
with the case organization in question and the specific data presented in the case (remember, it is
the company management that provided you with the case material). As such, do not rehash case
material; only cite or repeat such material in support of an argument or position.

Interpret the facts according to the theoretical frameworks covered in class, and take a position on
whether the company's actions will lead to positive results or not; vague generalizations that no one
would disagree with are worthless. You have been exposed to a series of strategic analysis tools
and techniques. Use these in your analysis!!!

Even if the firm is performing well and there is general agreement with management's strategy, you
must evaluate this in relation of alternative courses of action (there always are alternatives, some of
which likely are being followed by the companys competitors). There are few business strategies
that do not present some risks or obstacles for management. Remember, this presentation (or
report) is going to the organization's top management, not to the course instructor.

If case research is allowed, it should be performed within certain parameters: (1) you should not
investigate any aspect of the case company subsequent to the date at which the case takes place
(this date should be evident from a reading of the case); (2) any changes in the case companys
external environment a new competitive situation, technological advances, government
regulations, upturn or downturn in the economy, etc. that occurred between the date of the case
and the current date (that is, the date during this semester when you are conducting your analysis)
may be considered as part of your external environmental assessment/forecasts. Instructors will
provide additional guidance on the sources and approaches that might be used in data collection.
The analyses should be treated as a major strategic document for the organization in question.

Specifically, instructors will be looking at the following factors in evaluating both the presentations
and written assignments:
o
o
o
o
o
o

Depth and soundness of the analysis, including financial analysis;

Proper grammar, sentence structure and overall usage of English;
Conciseness and clarity;
Use of strategic management tools and techniques of analysis;
Creativity and originality; and
Professional use of visual aids

17

Every member of the group must take part in the presentation. Presenters are required to use
visual aids (i.e., Power Point or a similar package) for the in-class presentations.

The class, acting as a company executive committee, will question the group immediately after the
presentation. One or more groups from the class may be assigned the primary responsibility for
leading the questioning of each presentation; their effectiveness in critically questioning the
presenters will also be evaluated [and constitute a significant proportion of their class work grade].
Your instructor may organize the discussion differently.

The presenting group's ability to respond to questions is an important part of the presentation
experience. It provides students with an opportunity to develop skills in "thinking-on-your-feet," to
defend ideas and to articulate ones position extemporaneously -- skills necessary in any
management situation! The rest of the class, therefore, must come prepared to question critically
the presenting groups.

Students should be able to discern the logic and responsiveness of the presented material to the
issues raised by the case -- and the weaknesses as well. The questions that the students raise will
form the basis of the ensuing discussion.

18

BA 4101/BA4196: BUSINESS POLICIES

Student Information Sheet

Please complete this sheet, and return it to me by the third week

Name:

E-mail (that you check frequently):

Major area(s):

Are you familiar with case analysis? Yes / Sort of / No

Extra-curricular interests:

Something Unique about Yourself

How do you expect this course to be useful to you (apart from fulfilling a requirement for
graduation)? That is what do you expect to get out of the course?

19