Course Syllabus

LEAD-400 – Leading Strategic Initiatives (Capstone) - Spring 2019

 

Meets Tuesday & Friday @ Fels 215 from 9:25 am– 10:40 am

Instructor:  Marcus Goncalves Office:  Davis 106 Phone:  508-213-2429 Email:  marcus.goncalves@nichols.edu

Office Hours: Thursday:  9:15 am - 10:30 am Friday:  8:00 am - 9:30 am AND 10:45 am – 12:30 pm or by appointment

 

Course Description

LEAD 400(H): Leading Strategic Initiatives provides seniors the opportunity to apply their proficiency in the business core knowledge learned during four years of study at Nichols College. Students are expected to look at their roles in business as applied to local, corporate, and international level strategies. Students will demonstrate business and leadership knowledge through an intensive case study pedagogy designed to assess and reinforce key intellectual disciplines and leadership skills. Team teaching (flipped classroom) will be used extensively throughout this course.  LEAD 400 has been designated as a pilot, Honors (H) course, focused on the refinement of pedagogy for the BSBA senior capstone. 3 Hours, 1 Semester

Prerequisites – MGMT 226, MGMT 365, LEAD 100, ACCT 338, ACCT 239, ACCT 240, ECON 222, FIN 203, ITM 309, LSB 227, MATH 215, MKTG 202 and PSCI 315

Nichols College Educational Goals

1. Communication
2. Critical Thinking & Quantitative Analysis

• Ethics & Personal Accountability

1. Civic & Social Engagement
2. Leadership and Teamwork

Course Objectives, Learning Outcomes & Assessment Methods

Objectives / BSBA Outcomes	Assessment	Related College Program Outcomes
Upon successful completion of this course, students will be able to:	Student achievement of these outcomes will be measured by:	These activities fulfill the following:
Create and present effective oral and written forms of professional communications.	Routine classroom presentations. Every class. Team teaching of assigned case studies.	Linked to NC1
Critically evaluate, analyze, and interpret quantitative and qualitative information in an integrated manner to solve problems and make business decisions.	In the News. 10-page research paper of Fortune 500 company. Business Strategy Game (BSG). Website development of Fortune 500 Analysis.	Linked to NC2
Describe and explain the legal & ethical obligations and responsibilities of business and apply personal decisions that demonstrate a willingness to act responsibly in both environments.	Case Study analyses	Linked to NC3
Describe the global environment of business and the cultural differences that impact business in multicultural environments.	Case Study analyses. In the News. 10-page research paper of Fortune 500 company. Business Strategy Game (BSG). Website development of Fortune 500 Analysis.	Linked to NC4
Demonstrate the fundamentals of effective leadership and team dynamics in a business environment.	Team teaching of assigned case studies.	Linked to NC5
Explain and apply knowledge of the major business concepts in the areas of accounting, marketing, economics, finance, and management.	Case Study analyses. Business Strategy Game (BSG).	Linked to NC2

 

Instruction Format

LEAD 400 is a 3-credit course and requires 37.5 contact hours. This does not include time spent on homework or studying. A traditional full-semester course fulfills this requirement by meeting in class for 2.5 – 3.5 hours per week. Students should expect to dedicate an additional 6 hours per week to homework and studying for a 15-week course. (NEASC requirements).  We will include a variety of teaching styles and learning opportunities in our class. Small group discussions, simulations, case studies, team briefings, conference calls, email, and library and internet research will be combined with lectures to enhance your learning.

 

Required Course Materials

Several shorter cases studies and reports from HBS, as listed throughout the course agenda/calendar. Purchase and download course pack, including simulation, here: https://hbsp.harvard.edu/import/591863 and http://sim.cesim.com/register/591863.  Cost $95.24, including simulation.

 

List of Cases & Simulation:

1. Strategic Management for Competitive Advantage
2. Which Strategy When?
3. Diagnosing a Firm's Internal Environment for Corporate Entrepreneurship
4. Corporate Strategy: The Quest for Parenting Advantage
5. Reinventing Your Personal Brand
6. Apple Watch: Managing Innovation Resistance
7. The Perils and Pitfalls of Leading Change: A Young Manager's Turnaround Journey
8. Marketing Analysis Toolkit: Situation Analysis
9. ECCO A/S - Global Value Chain Management
10. Corporate Governance at Martha Stewart Living Omnimedia: Not "A Good Thing"
11. The Breakfast of Champions: Can General Mills Make the Dough with Pillsbury?
12. Red Bull
13. The Rise and Fall of BlackBerry

 

Cesim SimFirm: General Business Management Simulation

 

Classroom Protocol:

This is a senior level capstone course and as such the highest degree of professionalism is EXPECTED. In the workplace, it is expected that you will communicate in person. Accordingly, that is the expectation in our classroom, our workspace. Do not text in class.  Talk to me as soon as possible if you have challenges with the course content, meeting deadlines or experience schedule conflicts.

 

It is also understood that you will arrive to class on time, with a plan, prepared and ready to participate and contribute to the classroom dynamic. Late arrival to class (any time after 9:30) will result is a -.25 loss of point for the class.

 

You do not need to raise your hand or ask for permission to leave the classroom. If you need to take care of business outside the classroom do so but try to limit the time spent away from your seat.

 

Canvas

Throughout this class we will use Canvas. All course information (for example, the explanatory assignment appendices to this syllabus) is resident on Canvas. Become comfortable with Canvas. Check this site at least once prior to every class: https://nichols.instructure.com/courses/1601

 

Attendance

You are expected to be in class, as I want to ensure that you comprehend the material and count on your insightful comments to be shared with the rest of us.  If you absolutely cannot make class, I will permit 2 absences as long as we discuss them PRIOR to the class meeting.  Other absences may affect your final grade.  You are must catch up on materials covered during classes missed. IMPORTANT: You are required to share course’s topics related news every time we meet as I check for attendance. If you are not in class by the time your name is called you will not be allowed to share the news that day and, therefore forfeiting potential points you could earn that day. Beware, I will randomly run attendance in alphabetical ascending or descending order. While you are allowed to check for news in your smart devices, you MUST be ready for sharing by the time your name is called, or you won’t be able to share that day.

Academic Honesty Policy

Nichols College’s Academic Honesty Policy will be strictly enforced in this class.  All academic work must be the student’s own; plagiarism and cheating will be dealt with harshly.  Don’t do it.  All papers and cases will be checked on TurnItIn.com!  Please make sure to review the Academic Honesty Policy on the myNichols portal under the following link: https://my.nichols.edu/administration/policies/Documents/Academic%20Honesty%20Policy.pdf

 

Learning Accommodations Statement

Students with documented learning differences and/or physical limitations in need of accommodations should contact the Assistant Dean for Learning Services. The statement can be found on the myNichols portal by using the following link:

• Learning Services – Portal information – need to login to myNichols
• https://my.nichols.edu/supportservices/academicsupportservices/learningservices/Pages/default.aspx
• See Catalog (need to download catalog to see the page numbers)
• http://www.nichols.edu/academics/course-catalog
  • Absences – p 36
  • Grading System – p 39
  • Academic Honesty Policy – Pp 41-43

 

Grading Policy

Your semester grade will be based on your total points earned.

 

A          93 +

A-         90 - 92

B+        87 - 89

B          83 - 86

B-         80 - 82

C+        77 - 79

C          73 - 76

C-         70 - 72

D+        67 - 69

D          63 - 66

D-         60 - 62

F          below 60

 

 

Please Note: As in business, spelling, grammar, and punctuation matter and will be reflective in the grading.   All assignments must be submitted no later than midnight of the due date.

 

Course Activities and Evaluation

 

• Attendance (5 points on International News “flash”)                          4 points
• Critical Analysis and Opinions from selected papers/articles (13x2)             26 points
• Case discussions (at least 1 relevant Question and 1 Opinion p/c = 13x2) 26 points
• Mid-Term Exam on selected papers/articles                        15 points
• Team Global Challenge Trade Simulation (Interim & Final Results)             20 points
• Two article reflections (optional, but watch deadline!!!), extra points   2 points
• International Speaker event (2pts attendance + 2pts reflection)                           4 points
• Peregrine (5pts for taking it, 2pts for spending at least 40m in it)   5 points

Total Grade                                                                                                            102points

 

Course Evaluation Explained

• Attendance – 5 points for news flash). By showing up for class every day you can earn up to 5 points by sharing some international (only!) news.
• Critical Analysis and Opinions from selected papers/articles – 2 points each, a total of 28 points. Students will submit a “critical opinion” for each of the 14 cases listed in the course calendar, by the designated deadlines, containing a minimum of 1,000 words  As in the real world, spelling and formatting counts.  Late write-ups will not be accepted, as it would be past team’s discussion date for the chapter in class (any exception I grant will carry a 30% grade reduction).
• Case discussions (at least 1 relevant Question and 1 Opinion p/c = 14x2) – 28 points. During class meetings, each student is expected to contribute at least one relevant question and one opinion (to faculty or classmate, including arguments a counterargument) regarding the case being analyzed/discussed (See rubric for in-class discussions below). If the student is not present, a 500 words reflection containing the question and researched opinion (regarding the question raised) will be accepted within 72 hours from the missed class/discussion for the particular case (refer to course calendar for specific schedule).
• Mid-Term Exam – 15 points. The close case/annotation mid-term exam will be taken in class, with the objective of assessing the knowledge and understanding of concepts discussed in the cases analyzed in the first half of the semester, as determined in the calendar for the course. Students will be allowed to use a 3-page cheat-sheet during the exam, which MUST be handed-out along with the exam. Make sure to prepare it in advance!!
• Team Global Challenge Trade Simulation (Interim & Final Results) – 20 points. In groups, students will be participating in an international trade simulation throughout the semester. The team will present interim results halfway in the semester (10 points) and a final result presentation at the end of the semester, according to the rubric provided.
• International Speaker event (2pts attendance + 2pts reflection) - 4 points. Students will be participating of a conference delivered by an international speaker, in April, and earn two points for attending it, and up to two more points for submitting a reflection on the event, by the deadline, containing at least 500 words.

 

In-Class Case Analysis and Discussion Grading Criteria

Score (grading points)	The length of the initial contribution to the discussion’s topic should not exceed 5 minutes. Actively responding to another student's initial comments/inputs/analysis means proving at least one feedback to that initial contribution. Short responses such as "I agree," will not be counted as a valid response. You must provide the rationale as to why you agree or disagree with another student's comments/analysis/contributions.
4.00	Exceptional Participation – Met all these conditions: Provided own initial contribution for each case discussion in class, Actively responded to several other students during in-class discussions for each topic of the week and did so in an engaging and frequent manner. A high quality of comments/feedback — Student explored others' comments and built on others' insights. The contributions are outstanding and represent a high-value-added discussion which brings in new insights, material, and references. Students build on discussions of others and have several high-level contributions during the week. The student with Exceptional Participation is in the top 25% of the class for the week.
3.50	High Level Participation – Met all these conditions: Provided own initial contribution in-class discussion for each case analysis discussion, Actively provided feedback to several other students in class for the week's case analysis for each topic of the week and did so in an engaging and frequent manner. High quality of comments—Students explored classmates' comments and built on their insights. The contributions are outstanding and represent a high- value added discussion which brings in new insights, material, and references. Students build on discussions of others and have several high-level contributions during the week. The student with High-Level Participation is in the top 60% of the class for the week.
3.00	Low-Level (Minimal) Participation – Met all these conditions: Provided own initial contribution for in-class discussion topic but was not engaged in classmates’ contributions. Limited responses to other students in-class discussions for each topic of the week. Would be considered to be generally below the average contributions of the class. Tends to offer opan inion rather than new material of a value-added nature. Low quality of comments—Student has been active in discussions during wethe ek and made some valuable contributions, building on and enhancing others' comments by providing contributions which include references and citations to works of others on the topic.
Max 2.50	Minimal Participation Provided own initial contribution for in-class discussion topic and either of the following: Did not respond to another student's contribution/feedback And/or Low quality of comments Minimal quality of comments—Students have been participating in in-class discussions during the week but tends to repeat others or make opinion-related statements. Quite below average postings.
0.00	Inadequate Participation No participation or participation without contribution or recognition of others and would be considered failing level work. Minimal quality of comments—Students are not active in in-class discussions, or contributions are of a personal nature, not relevant or does not contribute to the knowledge of the course. Contributions/feedback in class are well below average as they merely restate or provide individual opinions.

 

 

Tentative Calendar – Agenda & Assignments¹

Date		Read –  BYOD	Activities	Hand In
Tue, Jan 22		Intro, logistics, orientation, simulation, groups	Monday, Jan 28th, Add/Drop Ends; Late Registration Ends
Fri, Jan. 25		1. Strategic Management for Competitive Advantage	Case 1 discussion // Sim practice 1
Tue, Jan. 29		Strategic Management Continued		Case 1 Due!
Fri, Feb. 01		2. Which Strategy When?	Case 2 discussion // Sim practice 2
Tue, Feb. 05		Developing a Strategic Initiative Continued	Sim practice 3	Case 2 Due!
Fri, Feb. 08		3. Diagnosing a Firm's Internal Environment for Corporate Entrepreneurship	Case 3 discussion
Tue, Feb. 12		Leading Corporate Entrepreneurship Continued	Sim Round 1 Due	Case 3 Due!
Fri, Feb. 15		4. Corporate Strategy: The Quest for Parenting Advantage	Case 4 discussion
Tue, Feb. 19		Leading a Corporate Strategy Continued		Case 4 Due!
Fri, Feb. 22		5. Reinventing Your Personal Brand	Case 5 discussion
Tue, Feb. 26		Leading a Personal Brand Continued	Sim Round 2 Due	Case 5 Due!
Fri, Mar. 01		6. Apple Watch: Managing Innovation Resistance	Case 6 discussion
Tue, Mar. 05		Managing Innovation Resistance Continued	Sim Round 3 Due	Case 6 Due!
Fri, Mar. 08		7. The Perils and Pitfalls of Leading Change	Case 7 discussion
Tue, Mar. 12		Leading Change Continued		Case 7 Due!
Fri, Mar. 15		8. Marketing Analysis Toolkit: Situation Analysis	Case 8 discussion
Tue, Mar. 19		SPRING BREAK
Fri, Mar. 22		SPRING BREAK	DEADLINE EXTRA POINTS ASSIGNMENT, 3/24TH, MIDNIGHT!
Tue, Mar. 26		Interim Simulation Results Pres. (Rounds 1-3)	Sim Interim Report // Sim Round 4 Due	Case 8 Due!
Fri, Mar. 29		9. Case in Point: ECCO A/S - Global Value Chain Management	Case 9 discussion
Tue, Apr. 02		Midterm Exam, in class	Sim Round 5 Due	Case 9 Due!
Fri, Apr. 05		NO CLASS DUE TO CONFERENCE OVER WEEKEND 04/07	Dr. Marques Conference, 04/07!!
Tue, Apr. 09		10. Case in Point: Corporate Governance at Martha Stewart Living Omnimedia: Not "A Good Thing"	Case 10 discussion // 04/09 Last Day to Withdraw from Day Division Classes without Penalty	Case 10 Due!
Fri, Apr. 12		11. Case in Point: The Breakfast of Champions: Can General Mills Make the Dough with Pillsbury?	Case 11 discussion
Tue, Apr. 16		Can General Mills Make the Dough with Pillsbury? Continued	Sim Round 6 Due, end simulation, prep final report	Case 11 Due!
Fri, Apr. 19		12. Case in Point: Red Bull	Case 12 discussion
Tue, Apr. 23		Red Bull Continued - PEREGRINE!!		Case 12 Due!
Fri, Apr. 26		13. Case in Point: The Rise and Fall of BlackBerry	Case 13 discussion
Tue, Apr. 30		Blackberry Continued - PEREGRINE!!		Case 13 Due!
Fri, May. 03		Course Recap, Simulation wrap-up – PEREGRINE!!	Case 14 discussion
Tue, May 07		Final Simulation Presentation - LAST DAY OF CLASS	Final sim report	Case 14 Due!

[1] The instructor reserves the right to adjust dates and/or assignments to accommodate circumstances both within and outside of his control.