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MBA Subject Outlines

Outline of MBA 601: Organisational Behaviour

Textbook:Champoux, J. Organizational Behavior: Essential Tenets for a New Millennium.2nd ed. Cincinnati, Ohio: South-Western College Publishing, 2003.

SynopsisThis subject provides the knowledge base for understanding behaviour within organisations and provides managers with tools to manage individuals, groups and teams, and to understand the wider organisational culture and structure. Topics include the manager's job, the historical background about management, motivation, leadership, teams, problem solving, organisational design and managing change. The emphasis is on improving organisational effectiveness.

Segment 1: Introduction

This segment includes subject-specific details such as the synopsis, the syllabus, the required readings and the assessment scheme. It also contains generic materials such as how to navigate the online content, tips on online communication as well as guidelines to analyse case studies.

Segment 2: Problem Solving

This segment will enable you to learn more about how to use systematic problem-solving and decision-making processes to solve organisational problems related to people, work processes, cultures and systems.

Learning Outcomes At the end of this segment, you should be able to

identify and discuss each of the four steps in the problem-solving process distinguish between performance problems and opportunity gaps use a four-step problem-solving process to resolve gaps between the problem state and the

desired state make decisions that affect organisational effectiveness using a systematic problem-solving

process identify barriers to adequately assessing uncertainty in decisions

Segment Assignment:Read the following case study that describes the reaction of the US President and his advisers to the 11 September 2001 terrorist attacks. Carioggia, G.M. and M.A. Roberto, Launching the War on Terrorism, HBS Case #9-303-027, Boston: Harvard Business School Publishing, August 19, 2002.

Segment 3: People at Work

Dealing with people is a key part of the job of a manager. Because an MBA programme is designed to equip students to become effective senior managers, the segment will begin with a brief overview of the job of a manager. The segment will then look at some historical views about management. These have helped shape the modern ideas in this course about how a manager can most effectively deal with people. This segment will go on to teach you how to identify the ways in which differences between individual people contribute to organisational problems.

Each topic will introduce you to a particular aspect of human behaviour (for example, personality, perception, motivation and communication), and then provide you with methods to manage the "people problems" in organisations. Unlike typical courses in which you only learn theory, you will apply what you learn to solve problems. In this segment, you will diagnose and provide solutions for correcting people problems in organisations by applying readings to examples and by working through a case study with your team as a segment assignment.

Learning Outcomes:At the end of this segment, you should be able to

describe the different roles of managers and the skills they use describe and evaluate how individual differences in behaviour and style affect and contribute

to organisational problems recognise the different ways in which people perceive the world and make decisions identify and describe when and why people are driven to take action (ie, motivation,

satisfaction and performance) identify and describe how people interact with others through verbal and non-verbal

communication

Case Assignment

Read the following case about communication problems in the Intel company in China. Slaughter, K.E., D. Everatt and O. Xiaojun, Intel in China, UWO Case #99C007, Ontario: Ivey Publishing, March 18, 1999.

Segment 4: Managing Groups

This segment presents various facets of managing groups including leadership and leading teams in a variety of work situations.


describe different leadership styles and determine which style to use in diverse situations for greatest effect

assess your own preferred leadership style and learn the consequences, both positive and negative, of your style when leading others

make informed decisions about how to manage interpersonal and group conflict recognise and describe how individual differences lead to problems in a team's performance diagnose and solve team performance problems

Case Assignment

Read the following case and together with your team. Clawson, J.G. and J.J. Gabarro. Meeting of the Overhead Reduction Task Force, HBS Case #478-013, Boston: Harvard Business School Publishing, September 01, 1977.

Segment 5: Work Structure/ Design

This segment presents the different components of formal organisation, organisational structure and management processes. The content covered in each of the topics is elaborated below.


identify and describe the various ways that organisations can be structured

identify and manage problems within the formal organisation manage the consequences of various organisational structures apply management processes that guide and monitor an organisation's work and staff to

ensure that they are meeting organisational goals modify elements of an organisation's human resource systems (eg, staffing, evaluations and

rewards) to ensure that they fit with the organisation's goals and environment generate and implement plans for solving the structural and procedural causes of problems in

an organisation diagnose and discuss the components of organisational culture learn about and develop a socialisation process that communicates an organisation's culture

so that employee behaviour conforms to norms, values and expectations of the organisation

Segment 6: Managing Change

This segment provide students the opportunity to acquire skills needed to plan for the implementation of change in an organisation.


identify the four components of the organisational congruence model plan to implement change in organisations using a comprehensive model and systematic

process for change overcome barriers to organisational change diagnose the sources of resistance to change and overcome that resistance when planning a

change effort in your organisation identify leadership and management roles in planning, implementing and supporting change

in your organisation

Case Assignment Together with your team, read the following case about large-scale changes at General Electric. Bartlett, C.A. and M. Wozny. GE's Two Decade Transformation: Jack Welch's Leadership, HBS Case #399-150 Boston: Harvard Business School Publishing, April 28, 1999.

Segment 7: Assessment

For your final project, you will complete a proposal. This is a collaborative project, so you will need to work with your team to complete it. This project will provide you with an opportunity to analyse an organisation's situation as it faces change. To solve the company's problems, you and your team will determine causes of problems, generate solutions and create a plan for implementing change. You and your team will act as a consulting team invited to help a newly appointed leader to manage a change process that has met with resistance. You will use much of the information covered in this course to successfully diagnose problems and propos

One of your co-workers already started to complete this proposal for Yong Woodworks Company. Unfortunately, he has been called out of the office and needs you to finish his work. He has provided you with the introduction he has written and a template to follow. What difficulties do you anticipate in implementing your solutions? How can you manage those consequences so that the change process is not derailed?

Outline for MBA 602: Data Analysis for Managers

Textbook:

Albright, S., Winston, W., Zappe, C., “Data Analysis and Decision Making with Microsoft Excel”, 2nd

Edition, CA: Thomson Learning, 2003.

Synopsis

This subject equips students with the quantitative skills to describe and make use of the large amounts of data available in the workplace today. The concept of hypothesis testing will be developed and applied using a number of techniques designed to build models for decision making purposes. A refresher in statistics is included. This subject will also introduce the student to data-mining, an array of statistical methods to explain and make inferences from the very large databases that are created in the era of the World-Wide Web.



Segment 2: Descriptive Statistics

Advances in computerisation, information collection, and data storage have created an information-rich environment for modern business. In order to make use of this data, managers must be able to synthesise, interpret, and make accurate decisions on the basis of such information. Data analysis provides a comprehensive set of statistical tools that enables managers to perform these tasks.

Learning Outcomes:Upon completing the segment and assignment, you should be able to

Describe the nature and use of data analysis in the context of business decision making Distinguish between qualitative and quantitative variables, and identify variables with different

measurement scales Apply, create, and interpret visual representations of data using Microsoft Excel Calculate and interpret numerical descriptions of data using Microsoft Excel

Segment 3: Probability and Uncertainty

In order to make effective decisions in the presence of risk and uncertainty, managers need to have an understanding of, and be able to apply the basic concepts associated with probability and uncertainty. While the literature on probability is extensive, this segment will cover the essential elements of probability relevant to a business decision maker.

Learning Outcomes:Upon completing the segment and assignment, you should be able to

Understand how probabilities can be assigned to events and perform basic probability calculations

Represent probability problems graphically using probability trees Revise probabilities on the basis of additional information being obtained

Apply the concepts of probability to analyse business problems where risk and uncertainty are involved

Segment 4: Probability Distributions

This Segment describes the possible outcomes for a random variable and their associated probabilities. Two very useful descriptive measures of a random variable and its probability distribution are the mean or expected value and the variance.

Learning Outcomes for the Segment:Upon completing the segment and assignment, you should be able to

Identify random variables and distinguish between discrete and continuous probability distributions

Calculate the expected value and variance of a discrete probability distribution Use Excel to perform calculations for Binomial and Normal distributions Apply the concepts of probability distributions to analyse business problems

Segment 5: Sampling; Methods, Distributions and Estimation Procedures

This segment discusses the various techniques of randomly sampling a population and introduces the extremely important concept of the sampling distribution and the central limit theorem.


Describe the basic principles and methods for selecting random samples Understand the concept of the sampling distribution and the central limit theorem Develop confidence intervals for a mean or a proportion Interpret and communicate the results of confidence interval calculations

Segment 6: Hypothesis Testing

Sometimes a business manager needs to test if a claim made about an unknown quantity should be accepted or rejected. For instance, a manufacturer of light bulbs might claim that the average life of their bulbs is 3000 hours. Based on the results of a sampling experiment conducted on the bulbs, it is possible to calculate the probability of observing the results obtained (or more extreme) from our sampling experiment if the claim under test is true. Depending on the results obtained, the manager can then decide whether or not to reject the claim. This process is known as hypothesis testing and is discussed in detail in this segment.


Develop appropriate hypotheses associated with business decisions Understand the types of errors that can be made during hypothesis testing Identify appropriate hypothesis tests for a given business problem and use Excel to perform

the hypothesis test Interpret and make business decisions on the basis of results obtained from hypothesis tests

Segment 7: Regression Analysis

Simple linear regression quantifies how a single independent variable affects a dependent variable. This can be extended to multiple linear regression analysis, where we can quantify the relationship between a dependent variable and more than one independent variable. Problems involving determining the relationships between variables occur frequently in business decision making situations, and will be covered in detail in this segment.


Describe the basic principles of simple and multiple regression Build and analyse regression models using Microsoft Excel Evaluate the assumptions of the regression model Interpret and communicate the results of regression analysis


The Final ProjectWorking with a team of up to four students, conduct a regression analysis of the data of a company, country or other organisation of your choice about which at least ten years’ quarterly data or five years’ monthly data is available. Click on the Company or Country link for specific instructions concerning the data you must collect and the definition of dependent and independent variables in either case. If you choose another kind of organisation, you must identify your dependent variable, identify and collect data on at least five independent variables, and include at least three independent variables in final model. Using the data your team has collected, work with the team to find a good regression equation that would be useful to the company or the government. Prepare a report to explain your regression model and the regression equation. Describe how the model can be used for prediction, and thus for planning. Explain your model-building approach, showing how you selected your independent variables to be included in the model. The total length of your report, excluding tables and charts you may have used, should not exceed 2,500 words. Your instructor will inform you concerning the start date and due date for the report, and will indicate whether you should form your own teams or work with a team established by your instructor.

Outline of MBA 611: Financial Reporting & Statement Analysis

Textbook:

Stickney, C. and R. Weil.Financial Accounting: An Introduction to Concepts, Methods, and Uses. 10th ed.Ohio: South-Western College Publishing (Thomson), 2003.

Synopsis

This subject provides students with an understanding of the concepts and language of accounting, so that it can be used as an effective tool for communication, monitoring and resource allocation. Standard techniques of analysis will be covered, including ratio and financial statement analysis and financial statement articulation. Students will be provided a framework for understanding financial statements and accounting reports, and parent-subsidiary relationships. This subject will also provide a foundation for a subsequent elective on managerial accounting.


This segment includes subject-specific details such as the synposis, the syllabus, the required readings and the assessment scheme. It also contains generic materials such as how to navigate the online content, tips on online communication as well as guidelines to analyse case studies.

Segment 2: Financial Reporting

We begin this segment by providing an overview of the financial reporting system.

Learning Outcomes for the Segment:Upon completing the segment and assignment, students should be able to:

outline and analyse the information contained in the financial report and interpret the four financial statements.

specify the purpose and the elements of the four financial statements and articulate the relationships among the financial statements.

identify the role of the independent auditor and the audit process. outline the conceptual framework of financial reporting and articulate the diversity of the

global regulatory framework of financial reporting.

Segment Assignment:

This is an individual assignment. You are required to choose two multinational companies based in two different countries and access their most recent annual reports. Choose companies that place copies of their annual reports on their website. The annual reports are normally located within the "Investor" or "Investor Relations" section of their website. Do not choose companies from the banking or services industry. You are required to review the annual reports of these companies.

Segment 3: Accounting Process

This segment provides an overview of the accounting process. It explains how the double-entry framework is applied to business transactions and discusses the difference between the accrual basis and the cash basis of accounting. It also shows how a trial balance and the financial statements based on an adjusted trial balance are prepared.


apply the double-entry framework to business transactions discuss the difference between the accrual basis and the cash basis of accounting record business transactions in the general journal and enter them in the general ledger prepare a trial balance and the financial statements based on an adjusted trial balance

Case Assignment

Title: Crystal Meadows of Tahoe, IncCase No.: 9-192-150Date: 28 June 1993Author: D.J. Ellison Publisher: Harvard Business School Publishing

Segment 4: Assets

This segment reviews GAAPs as they apply to key asset accounts. GAAP provides an overall review of the key measurement and recognition issues as they apply to these asset accounts. The focus is international in that a global review of methods and procedures applied in recognising and measuring these assets is provided. Special attention is given to the current position adopted by the International Accounting Standards Board (IASB) with respect to the recognition and measurement of these assets.


account for cash, analyse receivables and apply the allowance method for uncollectible accounts compute and analyse the cost of goods sold and the ending inventory using alternative cost-

flow assumptions compute the acquisition cost for tangible and intangible assets, apply and analyse commonly

used methods to depreciate or amortise tangible and intangible long-lived assets account for alternative investments in securities

Segment 5: Liabilities and Equity

This segment reviews GAAPs as they apply to key asset accounts. GAAP provides an overall review of the key measurement and recognition issues as they apply to these asset accounts. The focus is international in that a global review of methods and procedures applied in recognising and measuring these assets is provided. Special attention is given to the current position adopted by the International Accounting Standards Board (IASB) with respect to the recognition and measurement of these assets.


account for and analyse various current and long-term liabilities account for and analyse the impact of off-balance sheet liabilities in general and leases in

particular

compare and contrast earnings and comprehensive earnings, and account for the issuance of capital stock and company distributions

Segment 6: Statement Analysis

This segment explains how an informed analysis of the financial performance of a company can be performed. It also shows how financial performance across companies and across time can be done.


perform a thorough profitability analysis across time and across companies and provide a contextual interpretation of the findings

perform a thorough risk analysis across time and across companies and provide a contextual interpretation of the findings

perform a diagnostic earnings quality analysis and analyse the impact of accounting quality


You are required to conduct a comparative financial analysis of three multinational companies based in three different regions (eg, Europe, the United States and Asia) over a 3-year period. Your report should include the following:

The name of each company, website, location of headquarters, the nature of its business and products, as well as a historical background about each company.

A narrative discussion of the industry's economic environment during the period of your analysis. A narrative discussion of each company's current and prospective strategic plans. [Use

information provided in the management discussion section of each company's annual report as well as any other publicly available information, where possible].

A comparative vertical and horizontal common-size analysis. A comprehensive comparative profitability analysis of the three companies during the period of

your analysis. Discuss your findings. A comprehensive comparative risk analysis of the three companies during the period of your

analysis. Discuss your findings.

The report must incorporate a detailed assessment of the impact of diversity in accounting policies and procedures upon the comparative financial analysis.

Outline of MBA 612: Finance

Textbook:

Ross, S, R. Westerfield and J. Jaffe, Corporate Finance, 6th ed. New Jersey: Irwin-McGraw Hill, 2002.

Synopsis

This subject introduces students to the finance function in an organisation. It teaches MBA students how to make the three strategic decisions of finance – the decision on what to invest in, the decision on how to finance the investment, and the decision on how to manage the risk associated with the investment. Investment decisions are those in which organisations commit resources now to obtain payoffs (increases of value) over the future. To understand how organisations should make these decisions, we need to establish a consistent and reliable method of valuation. Using this method, we will know when we have found worthwhile investments – those that add value to our organisation – and when we have the appropriate means of financing the investments as well the most efficient and effective techniques for managing the resulting exposure to risk or unexpected changes of the value of the investments.



Segment 2: Valuation in Finance

This segment focuses on the investments a company must make to support the production of goods or services that the company will provide to its customers.

Learning Outcomes:Upon completing the segment and assignment, students should be able to:

Apply the concept of the time value of money. Use appropriate methods for valuing basic financial instruments and real capital budgeting

exercises. Assess the strengths of the methods used and the weaknesses of apparent alternatives.

Case Assignment

Title: Ocean Carriers

Case No.: 9-202-027

Date: 13 September 2001

Author(s): A. Chao, K.S. Luchs and E. Stafford

Publisher: Harvard Business School Publishing

Segment 3: Risk

In this segment, we find out how to determine a discount rate that reflects an appropriate level of risk for the investment. We also study how these calculations can be used when different types of financing – debt and equity – are used to fund an investment.


Apply standardised risk measures to create appropriate discount rates for investments. Know when to use different methods for estimating the required rates of return on alternative

investments. Assess the strengths of the methods you use and the weaknesses of apparent alternatives.

Case Assignment

Title: Marriot Corp.: The Cost of Capital

Case No.: 9-289-047

Date: 24 March 1989

Author(s): R.S. Ruback


Segment 4: Financial Securities

In this subject so far, we have been concentrating on the evaluation of investment projects in order that you are able to distinguish those that will add value to your organisation from those that will add nothing or even destroy value.

Learning Outcomes:

At the end of this segment, you should be able to

determine how capital markets can be judged to be efficient distinguish between the capital market and the market for real assets as it relates to

the principles of market efficiency and value creation determine when to use different types of financial securities for financing positive

NPV investments

Case Assignment

Title: USX Corp.

Case No.: 9-296-050

Date: 28 February 1996

Author(s): J. Cott and S.C. Gilson


Segment 5: Capital Structure

This segment examines why financing decisions require managers to consider a variety of issues.

Learning Outcomes for the Segment:

At the end of this segment, you should be able to

apply capital structure theory to enhance the value of the firm and its investments with appreciation for the link between capital structure and the cost of capital

determine the value of the firm under different assumptions about the impact of dividend payments according to the different theories that apply

Case Assignment

Title: Debt Policy at UST, Inc.

Case No.: 9-200-069

Date: 10 May 2000

Author(s): M. Mitchell



For the final project, read the Harvard Business Review case study, "Phuket Beach Hotel: Valuing Mutually Exclusive Capital Projects", then work with your team to answer the questions below. This is a group project; you need to work with your team to complete the questions.

Case

Title: Phuket Beach Hotel: Valuing Mutually Exclusive Capital Projects

Case No.: HKU145

Date: 15 Aug 2001

Author(s): Su Han Chan, Ko Wang, Mary Ho


Outline for MBA 620: Managerial Economics

Textbook:Png, I. Managerial Economics, 2nd ed.Oxford: Blackwell, 2002

SynopsisThis subject provides students with economic principles of production and exchange and tools to use in making business decisions. The subject covers primarily microeconomics content and includes pricing for profit maximisation, price elasticity, market structures, and modelling of businesses in varying economic climates.



Segment 2: Value and Trade

This segment explains that value is created when the exchange of goods and services brings more in total to each party than each would obtain if the exchange did not take place. Issues considered include the buyer's willingness-to-pay for a product, seller's willingness-to-sell and the terms of that trade.

Learning Outcomes: Upon completing this segment, you should be able to

formulate a buyer's decision and establish willingness-to-pay formulate a seller's decision and establish willingness-to-sell identify potential gains from trade apply the concept of added value to determine price in business negotiations analyse the impact of monopoly on one side of the market in terms of overall efficiency

Case Assignment Youngme, Moon. Online Music Distribution in a Post-Napster World. HBS Case #9-502-093. 19 June 2002. Boston Harvard Business School Publishing

Segment 3: Demand and Costs

Segment 2 introduced you to the key concepts in economics and price formation. The 'added-value' model of negotiations required some understanding of the drivers of demand and supply for goods and services but these were tailored towards an analysis of business-to-business (B2B) negotiations. We now turn to consider a more traditional economic focus on mass markets.

This segment has two broad parts, one that focuses on demand and the other on supply. Demand is the focus of the next two topics, and the subsequent three topics focus on issues of supply.

Learning Outcomes:Upon completing this segment, you should be able to

express the law of supply and the law of demand in equations and on graphs describe the roles of a firm's inputs and outputs in its production function

perform calculations to find the total, average and marginal product of labour for a firm calculate the differences between total, average and marginal costs in the long run and

short run

Segment 4: Pricing in Mass Markets

This segment considers the issue of setting the price for a product given demand and supply conditions in a mass market. Considerations such as the nature of competition in the market, price elasticity of demand, as well as the short-run costs are explored.

Learning Outcomes: Upon completing this segment, you should be able to

evaluate when a firm has a greater or lesser degree of market power. determine how a firm with market power will go about setting its price to maximise its

profits. evaluate the effectiveness of alternative pricing strategies including group pricing, two-

part tariffs and bundling use the tools of demand and supply to forecast changes in equilibrium prices and

quantities in a competitive market.

Case AssignmentKennedy, R.E., The Pharmaceutical Industry and the AIDS Crisis in Developing Countries. HSB Case #9-702-010. August 13, 2001. Harvard Business School Publishing.

Segment 5: Game Theory

This segment presents game theory as a formal analysis of strategic interdependence. Through the use of game models, decision-makers can predict the actions and reactions of competitors, partners, customers and others quite accurately.


formulate a competitive situation in game theoretic terms. analyse the equilibrium outcome of such games. apply basic game theoretic notions to the issues of oligopolistic pricing.

Case AssignmentCoughlan, P.J. Note on the Home Video Game Technology and Industry Structure. HBS Case #9-700-107. 13 June, 2001.

Segment 6: Incentives

This segment introduces the economics of information. It will do so by focussing on the employment relationship. Issues such as how firms can use screening and employees use signalling to overcome informational problems, whether employers can devise pay-for-performance contracts with superior incentives are discussed.


explain thoroughly how market imperfections arise from asymmetric information. identify the key issues and trade-offs in setting incentives to motivate employees.

identify issues of contractual incompleteness that might lead to the hold-up problem.

Case Assignment

B. Hall, C. Madigan and E. Lazear. Performance Pay at Safelite Auto Glass (A). HBS Case #9-800-291. June, 23, 2000. Harvard Business School Publishing


The Final Project

Choose a local market based on the location of one member of your team. You should try and choose a market where pricing plans are readily available on-line. You will collect data regarding mobile or cell phone pricing plans in that area; i.e., that is available to the selected team member. You will identify all the current providers and determine what pricing plans are on offer and what each package delivers. You will then use that data to address the following questions in a report on the determinants of cell phone pricing.The questions to be answered are as follows:

1. Consider five consumer types (eg, high-use business, low-use personal, traveller etc). Determine which plan each consumer type would optimally select in the markets you have collected data for.

2. Explain, both theoretically and in reality, what the drivers of differences in price plans are. For instance, are there different numbers of competitors in different market segments, different technologies or different regulatory arrangements?

3. Choose one provider in the market. Determine whether you think they could change their pricing options in a profitable manner. It may be that they cannot. In order to analyse this, you will need to set up a spreadsheet and make some assumptions. Make sure that your assumptions are explicit and comment on their reasonableness.

4. What non-price strategies do cell phone network providers use in the market you are studying? How does a consideration of this affect your answer in Question 3 above?

5. Assess the overall pricing and non-price strategy of the provider you are studying in Question 3. What can they do in the short and long run to improve their profitability?

Outline of MBA 630: Marketing Management

Textbook:

Kotler, P. Marketing Management,, 11th ed. New Jersey: Prentice Hall, 2003.

Synopsis

This subject introduces the concepts, principles and activities involved in the analysis, development, implementation and control of marketing programs. Topics include market opportunity analysis, segmenting and targeting markets, and the development of marketing programs. The latter includes the development and marketing of product and services, marketing communications and promotions, channels of distribution, and price. Related topics include market research, frameworks to understand and analyse customers and competitors, and the effect of the broader environment on marketing decision-making. Students will apply the concepts and principles through case analyses and the development of a marketing plan.



Segment 2: Marketing Foundations

Marketing Foundations introduces students to the fundamental concepts of marketing products and services. It provides the background necessary to look in depth at key elements of marketing, such as product, price, place and promotion.


Identify customer needs. Perform market segmentation to select target segments. Establish in the minds of customers the distinct values of a product compared to competitive

offerings. Communicate product benefits to customers. Make marketing decisions about product, price, place and promotion. Identify the importance of customer satisfaction, value and relationship management to

organisational success.

Case AssignmentHilton HHonours Worldwide: Loyalty Wars; #9-501-010 Date: October 12, 2000 Author(s): J. Deighton, and S. Shoemaker Publisher: Harvard Business School Publishing

Segment 3: Analysing Opportunities

In this segment, students will study various frameworks for understanding customer and competitor behaviours in consumer and business markets, the industry operating environment and market research tools for understanding consumer preferences. In addition, methods of collecting and analysing data about consumer preferences will be presented. Companies, especially market-oriented organisations, need this data to ensure that the products and services they plan to design and deliver have a viable market.


Devise systems to understand and measure market demand. Apply key methods for identifying and following market trends. Profile key consumer buying behaviours. Identify key processes and influences in business buying decisions. Analyse information about competitors and use it to develop positioning strategies for

products or services in a competitive market. Evaluate market segment information to make decisions about possible entry into new

markets.

Case Assignment

Title: Matching Dell

Case No.: #9-799-158

Date: June 6, 1999

Author(s): J.W. Rivkin and M.E. Porter


Segment 4: Developing Strategies

Once marketers have collected and analysed data about potential consumers and competitors, the next step is either to establish potential strategies for introducing new products to the market or to reposition current products for new markets or new uses. This segment, Developing Strategies, focuses on how to build multiple strategic options.


Decide among positioning strategies at each stage of the product life cycle and market evolution.

Strategically plan for new project launches and identify factors that affect the diffusion and consumer adoption rate.

Develop marketing strategies that account for differences among international markets.

Case Assignment

Title: TiVo

Case No.: #9-501-038

Date: November 22, 2000

Author(s): Luc Wathieu and Michael Zoglio


Segment 5: Making Decisions

Segment 5, Making Decisions, further discusses the factors that lead to effective marketing of new and repositioned products and services. It builds on the ideas that students have explored in Segments 2 and 3 and continues to explain the strategic planning and implementation process.Learning Outcomes:

Upon completing the segment and assignment, students should be able to: Develop and evaluate product and branding strategies. Design marketing initiatives for services. Determine pricing strategies in light of different factors, including competitor actions.

Case AssignmentTitle: Four Seasons Hotels and Resorts

Case No.: #9-800-385

Date: June 29, 2000

Author(s): R. Hallowell


Segment 6: Integrating Strategies

Strategy development requires using a set of building blocks, which are often referred to as the four Ps of marketing. So far students have considered two: product development and pricing strategies for both services and products. In this segment students consider multiple factors and their interaction.


Establish marketing strategies for channel management. Integrate logistic information into strategy development. Develop an integrated marketing communications strategy. Apply the principles of promotion to developing an integrated programme for

advertising, sales promotion, public relations, direct marketing and e-marketing. Explain the key factors in recruiting, hiring, training, motivating and evaluating a

sales force. Evaluate the overall organisational components of a corporation's marketing

function.

Case AssignmentTitle: Heineken N.V: Global Branding and Advertising

Case No.: #9-596-015

Date: October 11, 1995

Author(s): J.A. Quelch



Final Case ProjectYou are asked to write up an individual case analysis of the following case study:Title: Staples.com

Case No.: HBS #9-800-305

Date: Feb 17, 2000

Authors: Jacobson, J., T. Eisenmann and G. Morris.


Outline of MBA 640: Managing International Business

Textbook:

Cullen, J.B. Multinational Management: A Strategic Approach. 2nd ed., Mason, Ohio: South-Western College Publishing, 2003.

SynopsisThis MBA subject, Managing International Business facilitates this process by helping to develop the skills, and providing the tools and frameworks, necessary for a manager to function effectively in an international business setting. The topics in this subject, hence, include the analysis of national environments, market choice, entry mode choice, balancing demands for global integration and local responsiveness, subsidiary management and management of expatriates.



Segment 2: Global Environments

This segment will enable you to learn how to evaluate foreign markets along cultural, political and economic dimensions to make effective decisions about which markets to enter, and when to enter those markets.


identify each of the major sources of variance in national environments distinguish among the cultural, political and economic environments use this understanding of national environments to conduct a thorough country-level

analysis that understands the implications of variance in culture, politics and economics for the strategy of a firm operating in international markets

make decisions about the value of entering a particular national market at a particular juncture in a firm's international expansion

Case AssignmentTitle: Technophar in Viet Nam Author: Andrew Delios and Paul W. BeamishCase No.: 9A95GO12Date: 27 January 2000Publisher: Ivey Publishing

Segment 3: Market Choice

This segment provides you with a concrete understanding of the concepts of globalisation, the multinational firm and foreign direct investment. We use this understanding as a foundation for formulating strategic decisions about aspects of a firm's international market participation.


identify the regional trends in globalisation and relate the implications of these trends to a firm's international strategy

use your understanding of the theory of foreign direct investment and multinational firms to help you make decisions about a firm's international operations

select a market or markets for a firm's international operations by integrating your understanding of globalisation, foreign direct investment and multinational firms, with analyses of host countries' national institutional environments

Case AssignmentTitle: FDI in ChinaCase No.: 9-701-061Date: 14 March 2002Author: Yasheng HuangPublisher: Harvard Business School Publishing

Segment 4: Mode Choice

This segment will enable you to make decisions about how to enter a foreign market. The 'how' question refers to the entry mode used for foreign market entry. We distinguish between non-equity and equity modes in topics 4.2 and 4.3 and consider co-operative forms of entry, such as the strategic alliances, in topic 4.4.


select a mode to enter a foreign market by making an informed comparison of the costs and benefits associated with each type of mode of entry

design and implement an entry strategy for a market, once a type of entry has been selected

design a joint venture, considering issues of the structure of the joint venture and the choice of partners for the joint venture.

Case AssignmentTitle: Studds Nolan Joint VentureCase No.: 9A96G001Date: 26 July 2001Author(s): Jaideep Anand and Andrew DeliosPublisher: Ivey Publishing

Segment 5: Global and Local

This segment will enable you to learn how to make choices about a multinational firm's strategy and structure, once it has moved into global markets via its foreign direct investment activities.


define and differentiate the four archetypes of multinational strategies: transnational, international, multidomestic and regional

integrate the complexities of the global-local dilemma faced by a firm in its international operations in developing a strategy and structure for a firm in its international market

develop an organisational design strategy for a multinational firm that balances needs for global integration and local responsiveness across the different products that it produces

Case Assignment Title: Warner-Lambert CompanyCase No.: A07-97-0006Date: 1997Author: Andrew C. Inkpen Publisher: Thunderbird

Segment 6: Subsidiary Operations

This segment will enable you to learn how to evaluate and develop the competitiveness of an individual subsidiary operation within a host country's national institutional environment. It places you in the perspective of a manager in a subsidiary, as you operate within the roles and responsibilities provided to a subsidiary by its parent multinational.


apply the idea of a subsidiary's responsibility in a firm (its mandate) to develop strategies for subsidiary initiatives, particularly in the context of a multinational firm undergoing changes in its operations

understand the technology imperative for current multinational firms and how the associated knowledge management functions link to and are managed by overseas subsidiaries

formulate and implement strategy from the perspective of a subsidiary of a multinational corporation using the concepts of subsidiary development and centres of excellence

Case Assignment Title: Scotch-Brite (3M)Case No.: 9A93G003Date: 25th July 2001Author(s): Paul W. BeamishPublisher: Ivey Publishing

Segment 7: International Managers

This segment will teach you to how to balance demands across a firm's multiple national environments when considering the design of its human resource management practices and when developing standards to approach ethical issues in its operations.

Learning Outcomes:

Upon completing the segment and assignment, students should be able to:

design a HRM strategy that is consistent with a firm's multinational strategy and consistent with the context of the host country in which a firm operates

understand differences between ethical, legal and economic analysis and the implications of these differences for the development of a firm's strategy

execute an appropriate personal and corporate policy for a multinational firm in the multiple national environments in which it operates when there are conflicting ethical orientations

Case Assignment

Title: Royal Dutch/Shell in Nigeria

Case No.: 9-399-126


Authors: Lynn Sharp Paine and Mihnea C. Moldoveanu



For your final project, you will conduct a case analysis. You will take the position of a consultant for the Philips and Matsushita companies. You will write your report in the style of providing recommendations to both companies. Please remember that this is an individual assignment. You must provide a recommendation for both companies in your report, as a report without a recommendation for both companies is an incomplete one.The case you will read for this report is:

Title: Philips versus Matsushita: A New Century, A New RoundCase No.: 9-302-049Date: 27 February 2002Author: Christopher A. BartlettPublisher: Harvard Business School Publishing

Outline of MBA 650: e-Business

Textbook:

Weill, P., and Vitale. Place to Space, 2001, HBS Press, Boston, Mass USA ISBN 1-57581-245-X

Synopsise-Business involves the implementation of IT-enabled business strategies, via internet-based business practices. Despite the dot.com bubble, most organisations either are or will soon be pervasively integrating e-Business practices into their mainstream activities. This subject provides the key concepts of e-Business, focusing particularly on the business issues, challenges and opportunities. Our emphasis is not on the technologies per se, but on the business applications and characteristics of the technologies that can bring enhanced revenues, cost savings, and broader market reach to organisations of all types. This subject examines how e-Business can be used to provide opportunities to improve an organisation’s effectiveness and competitiveness in its overall strategy and its functional activities such as marketing and supply chain management, through communication, co-ordination and transactions over the internet and associated technologies.



Segment 2: e-Strategy

This segment provides perspectives of how to consider e-Business as a set of enabling technologies that can drive and must integrate with an organisation’s business strategy. Just like any other technologies, e-Business technologies, principally the Internet and various related forms such as intranets, are not of interest as an end in themselves, but as a means to an end. That end is to empower business strategies, both overall and in a functional sense, such as marketing and supply chain strategies.


adjust and refine the business strategies of bricks and mortar companies to take advantage of the Internet.

use two fundamentally important business tools for analysing business strategy: the SWOT analysis (strengths, weaknesses, opportunities, threats) and the value chain.

use e-Business and Internet concepts to enhance any strategic plan. use Internet, infrastructure and related technologies to add power to strategic plans and

frameworks. be able to design successful strategies based on e-Business, particularly for B2B

success.

Case Assignment Title: Constructing an e-Supply Chain at Eastman Chemical Co.Case No.: #HKU222Date: 25 September 2002Authors: Yen, B., Farhoomand, A.F. and P. Ng.Publisher: Harvard Business School case (Field) study

Segment 3: e-Commerce

This segment provides the fundamental knowledge needed by managers in order to assist them to be able to make best use of the Internet and e-Business technologies in their business and functional strategies. It is important that managers understand the capabilities, characteristics and limitations of major technologies in their organisations, and for most organisations, there is no more pervasive a technology than their IT and e-Business technologies.

Managers do not need to know all of the technical detail, but need to know enough to allow them to correctly devise strategy and tactics, allocate resources, and be able to forecast opportunities and threats looking forward. After presenting the fundamental characteristics of how the Internet and its IT architectures operate, this topic examines payment systems, privacy issues and requirements and other technical aspects of e-Business opportunities.


present to your organisation the basic concepts surrounding the Internet, including its various terminologies and the technology that underlies it.

make informed decisions about how Internet functionalities would benefit your organisation.

encourage the development of privacy policies that promote trusting relationships and add value for companies and their customers

Case Assignment Title: Electronic Service Delivery Implementation and Acceptance Strategy.Case No.: #HKU223Date: 15 August 2002Authors: Farhoomand, A.F. and McCuuleyPublisher: Harvard Business Online

Segment 4: B2B e-Commerce

Business to Business transactions comprise the biggest potential area of gain for those wanting to integrate the internet into their organisation. This segment develops understanding of B2B opportunities and capability of how to do it. Using well known companies such as Dell, Federal Express, Cisco and GE, B2B is traced from its start, and using technologies such as EDI (Electronic Data Interchange) through to the present dynamic internet technologies, B2B is presented, including topics of Vertical and Horizontal Markets, exchanges, and the use of the internet to control supply chains and drive their efficiency forward.


apply the unique benefits the Internet brings to B2B E-Commerce to your organisation. choose an appropriate B2B model for implementation in your organisation. utilise and derive value from implementing supply chain management concepts as a

fundamental underpinning of B2B E-Commerce. recognise the various advantages of B2B electronic trading hubs.

Case Assignment

Title: Citibank's e-Business Strategy for Global Corporate Banking.Case No.: #HKU197Date: 7 June 2002Authors: Yu, J., Farhoomand, A.F., McCauley, M. and S. Khan.Publisher: Harvard Business School case (Field) study.

Segment 5: B2C e-Commerce

This segment provides the information that managers should know about business-to-consumer Internet practices. It begins with illustrations that thought and planning is required to overcome natural obstacles in this regard, such as technological challenges, This is followed by an examination of transition issues from conventional channels to electronic, service-cost tradeoffs, Companies must make choices in terms of how they design and configure their B2C offerings, and choices and tools are available in terms of synchronous or asynchronous designs, and the use of CRM (customer relationship management) techniques.


apply the concepts of e-Business to formulate and implement B2C e-Business initiatives. transition customers to online channels and services. construct and implement business models that drive B2C value in their organisation. use appropriate applications of automated customer interaction and integrate automated

interaction with human customer interaction. mitigate online channel conflict when possible. integrate website strategies with online alliance channel strategies.

Case Assignment Title: Seven-Eleven Japan: Venturing into e-TrailingCase No.: #HKU101Date: 1 January 2000Authors: Farhoomand, A.F. and D. Tan.Publisher: Harvard Business School case (Field) study

Segment 6: e-Business Leadership

Segment Description:

This segment covers the topics of leadership and human resource management as applied in the new economy. This is an important subject of study, because leadership and 'people-management' needs to be re-thought and practised differently in the new economy. In the new economy, information arrives at its destination instantaneously, customers are empowered with information and choices like never before, the firm's assets are mostly intellectual capital, and employees are also empowered to make decisions more than ever.

The networked organisation needs vision from its leaders more than ever to ensure that people who are making decisions in a decentralized manner, are taking the organisation in the same direction. And finally, staff have higher expectations of their organisation, that their organisations will inform them, give them better working conditions and technology, and a share of rewards from their efforts that is commensurate with their performance. The assignment at the end of this segment tests knowledge and capability in leading an e-Business from a human resources perspective.


gain insights of sound leadership required in the new economy, and use these insights to make you a better leader.

manage new economy human resource practices. deal with the particular cultural requirements of operating in the e-Business environment,

and be able to translate these into human resource management policies and practices in that context.

develop a plan for e-Business strategies and their leadership.


Case Assignment

Title: GE's Digital Revolution: Redefining the E in GE.Case No.: #9-302-001Date: 29 May 2002Authors: Bartlett, C.A. and M. Glinska.Publisher: Harvard Business School Case (Field) Study.

Outline of MBA 690: Strategic Management

Textbook:

Competing for Advantage, Hoskisson, R.E., M.A. Hitt and R.D. Ireland. Mason, Ohio: Thomson-Southwestern, 2003.

SynopsisThis subject helps the student develop an ability to see the organisation as a whole and to understand how and why the various functions of an organisation are interdependent and need to be managed in an integrated manner. The dominant viewpoint in the subject is, therefore, that of the top manager, business owner or the executive of a self-contained business division within a large corporation. The thrust of the subject is how the organisation goes about ensuring its survival in the medium-to-long-term future, i.e., how it “reads” the environment it operates in, chooses strategies to effectively position itself in that environment and how it organises its internal administrative functions and activities.



Segment 2: Strategic Thinking

This segment provides the background to understand how organisations are able to achieve superior performance and a competitive advantage in relation to their competitors. It illustrates the elements of developing strategic intent and the firm's strategic mission. Finally, it illustrates critical aspects necessary to implement strategic leadership in an organisation.

Learning Outcomes:Upon completion of this segment, students should be able to

define value creation, competitive advantage and above-average returns describe the 21st-century competitive landscape and explain how globalisation

and technological changes shape it use the Industrial Organisation (I/O) Model to explain how firms can earn above-

average returns use the Resource-Based Model to explain how firms can earn above-average

returns define strategic leadership and describe top-level managers' importance as a

resource to stakeholders understand the model of effective strategic leadership

Case Assignment:Intel Corp.-1968-2003Authors: Ramon Casadesus-Masanell , David B. Yoffie , Sasha MattuCase No.: 9-703-427Date: May 12, 2003Publisher: Harvard Business School Publishing

Segment 3: External Analysis

This segment explores how to the business context can be evaluated to yield information whch can be used to develop more effective strategies. Some of the external determinants of rates of returns across different industries and sectors are also included.


analyse the industry environment of a given firm identify the key factors in the broader environment that might impact the

strategies and performance of players in any industry use the Five Forces Model to identify the most critical of the five forces and

diagnose the drivers of the particular force (eg, what make the suppliers powerful? Why is the rivalry so intense and why does it sap profitability?)

identify important current and potential competitors

Case Assignment:British Broadcasting Corporation (BBC)Author: Helm, C.Case No.: 8Publisher: Westminster Business School

Segment 4: The Internal Analysis

This segment focuses on identifying how and why some firms are able to obtain a sustained competitive advantage while others just earn competitive parity or worse. Building to the SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis introduced in Segment 2, "Strategic Thinking", this segment focuses on the strengths and weaknesses of individual firms.

Learning Outcomes:

Upon completion of this segment, you should be able to

understand why it is important for firms to analyse their resources and capabilities identify the differences between tangible and intangible resources identify firm capabilities and discuss how they are developed describe four criteria used to determine whether resources and capabilities can

potentially offer sustained superior performance use value chain analysis to identify and evaluate resources and capabilities define outsourcing and discuss the reasons for its use prevent core competencies from becoming core rigidities

Case Assignments:Marks & Spencer (A)Authors: Montgomery, C.A.Case No.: 9-391-089Date: March 25, 1991Publisher: Harvard Business School Publishing

Marks & Spencer (B)Authors: Rivkin, J.W. and M. PorterCase No.: 9-391-090Date: March 25, 1991Publisher: Harvard Business School Publishing

Segment 5: Business-Level Strategy

This segment identifies the basic strategy patterns that are commonly used in businesses today which can help firms utilise their competitive advantage.

Learning Outcomes:


understand what are business-level strategies explain the differences between customers and business-level strategies in terms of who,

what and how differentiate among business-level strategies understand competitive dynamics in the context of slow-cycle, fast-cycle and standard-

cycle markets

Case Assignment:Matching DellAuthors: Montgomery, C.A.Case No.: 9-799-158Date: 25 March 1991Publisher: Harvard Business School Publishing

Segment 6: Corporate Strategies

This segment focuses on firm growth from the perspective of the corporation. Corporate-level strategy concentrates on the selection and management of the firm's business portfolio. The segment covers two related areas, diversification and co-operation.

Learning Outcomes:


understand the importance of corporate-level strategies discuss the different levels of diversification and the advantages and disadvantages

associated with each level explain value creation in diversification discuss the roles of incentives and managerial motives in diversification define co-operative strategies and the reasons of their use explain the different types of strategic alliances summarise the most important risks of co-operative strategies

Case Assignment:Vivendi: Revitalizing a French Conglomerate Authors: Turner, J.M., E.J. Gordon and C.A. MontgomeryCase No.: 9-799-019 Date: February 27, 2001Publisher: Harvard Business School Publishing

Segment 7: Mergers & Restructuring

This segment discusses how acquisitions can help firms deal with environmental changes and create value and why, in many cases, they result in the need for restructuring.

Learning Outcomes:

Upon completing this segment, you should be able to

identify the reasons why firms use merger and acquisition strategies to create value identify the benefits and risks associated with mergers and acquisitions understand the key challenges of integrating parent and target (when necessary) understand the concept of synergy, its types and relevance to acquisitions identify the key drivers of restructuring as well as the types of restructuring understand how mergers, acquisitions and restructuring vary across the globe

Case Assignment:Kraft and General Foods Merger (A)Author(s): Collis, D.J., T. StuartCase No.: 9-391-139Date: 31 May 1995Publisher: Harvard Business School Publishing

Segment 8: Internal Strategy

This segment prepares students as the managers to understand the opportunities and threats that firms normally face in their global environment and to formulate effective international strategies that help to exploit certain core competencies.

Learning Outcomes:Upon completion of this segment, you should be able to

identify the motives for firms to pursue international business operations recognise basic international strategies and the structures associated with these

strategies discuss the pros and cons of different modes of market entry based on both market and

firm characteristics understand the implications of international strategies for innovation, risk and

performance

Case Assignment:

Jollibee Foods Corp. (A): International ExpansionAuthor: Bartlett, C.A. and J. O'ConnellCase No.: #9-399-007Date: July 7, 1998Publisher: Harvard Business School Publishing

Segment 9: Corporate Governance

This segment explores the different governance mechanisms, effective and ineffective combinations given the strategic needs of the firm, and what needs to be done to reduce governance failure.

Learning Outcomes:


define what corporate governance is and why it used to monitor and control managerial decisions

understand agency relationships and managerial opportunism and the implications they have on strategy

explain how the three components of governance (ownership concentration, board of directors and compensation) represent a system used to monitor and influence managerial decisions

discuss the three commonly used forms of compensation and their effects on decision-making

describe the use of corporate governance in international settings and how it varies across countries

Segment Assignment:

Al Dunlap at SunbeamAuthors: Hall, B., R. Khurana and C. MadiganCase No.: 9-899-218Date: April 12, 1999Publisher: Harvard Business School Publishing


Your assignment is to write about a case similar to those you have analysed in the end-of-segment assignments which you came across in this subject.

Assignment: Intel Corp. – 1968-2003 Authors: Casadesus-Masanell, R., D.B. Yoffie and S. MattuCase No.: 9-703-427Date: 12 May 2003Publisher: Harvard Business School Publishing

Outline of MBA 701: Project Management Methods

Textbook:

Meredith, J. R. and S. J. Mantel. Project Management: A Managerial Approach. 5th ed. John Wiley and Sons, 2003.

SynopsisThe subject is designed to explore the principles of project management. The topics of assembling and managing resources, establishing a project budget, managing costs, critical tasks and task dependencies and managing task delays are covered. Techniques such as scheduling and tracking progress, Gantt and flow charts and PERT analysis are examined. The subject also looks at managing technology projects, including the introduction of a new product or service, redesign of an introduction system, and managing multiple projects and interdependencies. Finally, the subject examines the behavioural and organisation aspects of managing projects.



Segment 2: Contemporary Issues

This segment discusses the contemporary issues facing project managers. Topics such as organisational structures, different structures that influence projects, and how these structures impact the project manager will be examined. Additionally, the concept of the project management office (PMO) and project management maturity model (PMMM) will be introduced.

Learning Outcomes:Given a business scenario, you should be able to

describe the different types of organisational systems and the rationale for them identify the various types of organisational structures explain the roles and responsibilities of a project manager in each of the different types of

organisational structures apply the principles of a project management office (PMO) rank the degree of project management maturity of an organisation using PMMM identify

factors unique to project work

Segment Assignment:Describe the pros and cons of creating a Project Management Office (PMO) in your organisation. What is unique about your organisation that it would, or would not, benefit from such an office? Can you see the rationale for going to the highest level, level 5, of the PMMM in your organisation? Why or why not? What recommendations would you make to move your organisation to the next level of PMMM?

Segment 3: Defining a project

The segment describes the salient characteristics of a project.

Learning Outcomes:Given a business scenario, you should be able to

identify factors unique to project work identify triggering mechanisms which give rise (birth) to projects determine the objectives and sub-objectives to be achieved in completing a project identify key assumptions and risks in completing a project determine which projects among a set of potential candidate projects are selected and

why draft the project overview document and gain major stakeholder approval of a project set the general project plan for accomplishing the objective or solving the identified

problem

Segment Assignment:You might consider developing a project overview statement for a project like the Torch Relay in the section, “Project management in practice: The Olympic torch relay project”, of Chapter 2, “Projects in contemporary organization,” of the textbook: Meredith, J. R. and S.J . Mantel. Project Management: A Managerial Approach. 5th ed. John Wiley and Sons, 2003, or a composting project, like the one described on page 63 of the same textbook, for Larry’s markets.

Segment 4: Planning a project

This segment describes the planning phase of a project.

Learning Outcomes:Given a project to manage, you should be able to

develop a work breakdown structure (WBS) determine the estimated activity durations, and associated costs and resource usage for

each gain an understanding of the usefulness of computer software for project planning apply logic to schedule the various project activities identify activities on the critical path draft a project proposal

Segment Assignment:You need to identify a project of your own (which you are familiar with) and prepare a project proposal.

Segment 5: Organising a project

This segment describes the organising phase of the project.


recruit a project manager and a project team to assist you in completing your project determine other personnel needs determine how to organise your project team assign personnel to individual work packages assess the impact of culture in constructing and co-ordinating a project enter personnel assignments into P3E/c estimate initial resource loading using P3E/c perform resource levelling using P3E/c

Segment Assignment:

For this assignment, you are required to read the case, “Pelican Landing: Bender Corporation” in Chapter 6, “Conflict and Negotiation,” of the textbook: Meredith, J. R. and S. J. Mantel. Project Management: A Managerial Approach. 5th ed. John Wiley and Sons, 2003.

Segment 6: Controlling a project - I

This segment describes the controlling phase 1 of the project.


apply the necessary control tools to balance and monitor the project schedule, project costs, and scope

explain the various types of management styles conduct effective status meetings to discuss and monitor the progress of projects interpret Earned Value reports and use these reports to better manage a project prepare status reports and conduct project reviews

Segment 7: Controlling a project – II

This segment describes the controlling phase 2 of the project.


quantify, qualify, assess and effectively deal with risk(s) in a project determine how and when to use project crashing and fast-tracking use filters in project scheduling describe the importance of and document change orders

Case Assignments:

Pricing a Risky, One-Time Contract (A)Author: Filliben, E.Case No: UVA-OM-0737Date: 1994Publisher: Darden Graduate Business School, University of Virginia

International Guidance and ControlsAuthor: No Author ListedCase No. UVA-QA-0350Date: 1986Publisher: Darden Graduate Business School, University of Virginia

Segment 8: Closing a project

The segment considers the final phase of the project, the closing phase.


obtain stakeholder approval and sign-off implement the project or solution (install deliverable) document the project draft a final project report conduct a project audit or post review

Segment 9 : Assessment

The Final ProjectThe final project requires you to demonstrate practical knowledge of best project management practices. You will work through a small example, managing a project from beginning to end. This will be accomplished by making use of P3E/c. Documents should be attached or submitted as electronic files to your instructor

Outline of MBA 720: Global and Regional Economic Development

Textbook:

Reinert, K.A. Windows on the World Economy: An Introduction to International Economics. US: South-Western, 2005

SynopsisThis subject explores the prospects and contexts for economic growth and development in the world's major markets. Current trends in the major economic regions are examined, along with relationships among global business trends and regional and national developments. International trade barriers, agreements and regulations are introduced. The subject will address macroeconomics concepts in a comparative developmental context, highlighting the differences between developed and developing countries. The subject will also address the roles that institutions play in the development of economies.


This segment includes subject-specific details such as the synposis, the syllabus, the required readings and the assessment scheme. It also contains generic materials such as how to navigate the online content, tips on online communication as well as guidelines to analyse case studies.

Segment 2: Macroeconomic Variables and Policies

The segment examines aggregate economic variables that concern the entire industries, national economies and the global economy.

Learning Outcomes:

Upon completion of the segment, you should be able to

differentiate between microeconomics and macroeconomics identify the variables that economists and business managers focus on when examining

an economy locate data for key economic variables predict the effects of fiscal and monetary policies on the national economy compare and contrast the trends found in your country to that of a less developed country

and a more developed country assess the long-term economic prospects of the above-mentioned three economies as

suitable or unsuitable for investment

Segment 3: Developing Strategies and Country Analysis

This segment presents issues such as economic growth, economic development, the East Asian Miracle and the subsequent halt to this miracle during the Asian economic crisis.

Learning Outcomes:

Upon completion of the segment and assignment, you should be able to

relate economic development theories and link them with the realities of a few Asian economies

demonstrate the role of government and markets in steering an economy towards its development path

explain the causes and remedies of the Asian economic crisis identify future challenges faced by the Asian economies

Segment 4: International Economic Linkages

This segment presents issues related to international trade and international investments, the two critical ways in which countries are linked economically.

Learning Outcomes:


explain why countries trade with each other explain why countries invest in each other identify the trends in global trade and investments describe the importance of international trade and international investments for individual

countries identify the role of government policies in enhancing these linkages

Case Assignment:

Dell Computer Corporation: Investment in Malaysia as a Global Strategic ToolAuthors: Tan, J. and M.N. Young

Case No.: 9B03M019

Date: May 2003

Publisher: Richard Ivey School of Business, The University of Western Ontario

Segment 5: International Economic Institutions

In this segment, the discussion is extended to the international economic institutions, which are either global or regional in nature. Among the global institutions, the World Trade Organization (WTO) and its predecessor, the General Agreement on Tariffs and Trade (GATT), as well as the International Monetary Fund (IMF) are emphasised.

Learning Outcomes:


relate economic development theories and link them with the realities of a few Asian economies

demonstrate the role of government and markets in steering an economy towards its development path

explain the causes and remedies of the Asian economic crisis identify future challenges faced by the Asian economies

Segment Assignment:

Download the case on India from http://www.itd.org/issues/india0.htm (accessed 7 August 2003).You represent the Indian Ministry of Trade and Industry. You have been asked to deliver a keynote address to the All-India Small Agriculture Producers' Association on the benefits of trade liberalisation to the Indian agricultural sector.

Segment 6: International Economic Expansion

http://www.itd.org/issues/india0.htm

This segment explain why firms go abroad, discusses how the relative strengths and weaknesses of a range of locations for global expansion can be analysed and presents the methods and problems of collecting data and making cross-country comparisons.

Learning Outcomes:

Upon completion of the segment and the assignment, you should be able to

explain why firms go abroad analyse the relative strengths and weaknesses of a range of locations for global

expansion identify the methods and problems of collecting data and making cross-country

comparisons demonstrate the ability to make strategic decisions regarding the choice of location for

expansion in a given case.

Segment Assignment

The assignment involves proposing the next country for expansion for the Aeon Group of Japan.

Prepare a report for the senior management on the next country JUSCO should expand into. You can choose any country in Asia Pacific except those where JUSCO is already established (Malaysia, Thailand, Hong Kong, China, Taiwan), and Vietnam and Australia (these countries are covered in your final project).


The Final Project

TitleCountry Analysis: A Framework to Identify and Evaluate the National Business Environment

Author: Alexandar Dyck, I.J.

Case No.: 9-797-092

Date: 2 May 1997


Outline of MBA 730: Marketing Strategy

Textbook:

There is no prescribed textbook for this subject. Your core reading for this subject is the MarkstratOnline Student Handbook, Markstrat3, The Strategic Marketing Simulation - Jean-ClaudeLarreche and Hubert Gatignon, South-Western College Publishing, Ohio, ISBN 0-538-88089-9.

SynopsisThis subject requires the integration and application of the theories, concepts and principles learned in Marketing Management to strategic marketing problems. Strategic frameworks and theory that aid in the analysis of marketing problems are also presented. The subject requires the analysis of case studies that are drawn from a variety of industries and nations. In addition, the subject requires team-based involvement in a comprehensive, multi-period strategic marketing computer simulation. The simulation demonstrates the effects of marketing mix decisions made over time on organisational outcomes.



Segment 2: The Role of Marketing Strategy

This segment discusses the realm of marketing strategy. This segment focuses on the role of marketing strategy in the commercial and non-profit arenas and the ways and means of implementing a strategy successfully.


explain the nature of strategic decisions in management explain the relationship between marketing strategy and marketing tasks explain the relationship between marketing strategy, business strategy and other

functional strategies identify the role of marketing strategy in creating core business processes identify the relationship between marketing strategy and market orientation explain, in broad terms, the role of marketing strategy in determining the success and

survival of an organisation

Case assignments

Marks and Spencer, Ltd (A) Authors: Montgomery, C.A., C. Harris and J.L. Bower Case No.: 9-391-089 Date: 5 December 1994 Publisher: Harvard Business School Publishing

Moving Mountains at Marks and Spencer Authors: Christopher, M. and H. Peck Date: 2001Publisher: Council of Logistics Management, USA

Segment 3: Analysis of Context

http://qa.u21global.com/kp_docs/0010730001/topics/segment2/topic7/resources/ms.pdf

This segment examines the external aspects of analysis including environmental, competition and consumer. It also explores some of the methodologies available to inject rigour and creativity into the analysis process.

Learning Outcomes:At the end of this segment, you should be able to:

explain the role of analysis in marketing strategy making provide an analysis of environmental context using appropriate frameworks and methods provide an analysis of the industry context using appropriate frameworks and methods understand the relationship between managerial decisions, analysis tools and consumer behaviour provide an analysis of the consumer context using appropriate frameworks and methods explain the impact of the resource base of the organisation on its strategy options provide a synthesis of this material that would be managerially useful

Case Assignment Hurricane Island Outward Bound School Authors: Clark, B.H. and T.V. Bonoma Case No.: 9-588-019 Date: 23 September 1994 Publisher: Harvard Business School Publishing

Segment 4: Marketing Strategy Formulation

This segment looks at two fundamental approaches to marketing strategy that focus on answering two important questions, namely, whom does a company serve and how does the company serve better than its competitors.


identify from the actions and behaviours of a firm the extent to which the firm seeks to follow a market segmentation or differential strategy

explain the concept of strategy as rules for decision-making explain the approaches available to assist in segmenting markets identify the key features of a market selection driven strategy explain the approaches available to help identify differential value identify the key features of a differential advantage driven strategy explain the impact of alternative strategies on general business activities

Case Assignment Rohm and Haas (A) New Product Marketing StrategyAuthors: Rangan, V.K. and S. LasleyCase No.: 9-587-055Date: 25 May 25 1993Publisher: Harvard Business School Publishing

Segment 5: The Business Simulation

The topic “Markstrat3 Basics” introduces the basic features of the Markstrat game prior to making your first round of decisions. We shall explore some alternative ways of organising your activities amongst group members.

Learning Outcomes:

Upon completion of this segment, you should be able to explain the interdependence of marketing activities in creating a successful marketing

strategy understand the relationship of firm action and competitive action in creating marketing

performance explain the relationship between particular analytical tools and particular marketing

decisions use analysis and data to create reasonable expectations of intended marketing strategy

and to form reasonable explanations of enacted marketing strategy understand the impact of biases such as attribution error, sunk cost bias and herding on

marketing strategy and firm evolution

Segment 6: Marketing Strategy and Context

This segment examines specific phenomena associated with innovation. These phenomena could be innovation in market offering or innovation in marketing activity, the challenges of managing and growing key marketing assets including brands, brand reputation and customer loyalty. Additionally, some strategies that use these assets in a distinctive way are also presented. Learning Outcomes:Upon completion of this segment, you should be able to:

Identify the opportunities and threats associated with both pioneering and following into new markets and the contextual factors that moderate these opportunities and threats

Explain the principles of value recombination and strategies based on this approach Identify the opportunities and threats presented by alternative branding strategies and the

steps management can take to increase opportunity and moderate risk

Case Assignment The Black and Decker Corporation (A) Power Tools DivisionAuthor: Dolan, R.J.Case No.: 9-595-057Date: 30 March 2001Publisher: Harvard Business School Publishing

Segment 7: Implementation and Control

This segment looks at some of the reasons that explain how seemingly good strategies fail to pick up in the market. Also, how a marketing strategy can fail to deliver the intended benefits by not being able to position a product effectively is discussed. Three key challenges of marketing are explored, namely, what is the best way to implement a marketing strategy, what is the best way to assess a marketing performance and how marketing strategy should change with the change in consumer sentiment around it.


explain the barriers to the implementation of strategy and the associated actions thatmanagement can use to mitigate these barriers

identify alternative implementation strategies and the internal and external contexts thatmay make use of one such strategy preferable

explain the challenge of measuring marketing performance suggest reasonable evaluation metrics and approaches for marketing strategies analyse some consumerist perspectives and the risks these pose to firms in their

marketing identify the type of firms best positioned to respond to current consumerist perspectives

Case Assignment Sealed Air CorporationAuthor: Dolan, R.J.Case No.: 9-582-103Date: 24 September 1985Publisher: Harvard Business School Publishing


For your final project, you will write a marketing strategy case study.

Your final assignment is to prepare an analysis of the marketing strategy of an organisation thatyou have not studied but you think has an effective marketing strategy. You should explain whatthe organisation’s marketing strategy is, what value it creates, how the strategy is supported byother business activities and what challenges it faces in the future.

Outline of MBA 750: Human Resources Management

Textbook:

Stone, R.J. Human Resource Management. 4th ed.Brisbane: John Wiley & Sons, 2002.All Required Readings will be available through the Library link.

SynopsisThis subject presents and analyses human resources management issues in a business organisation. Topics include the contribution to business development through human resource planning and management, employer and employee relations, and the implications for human resources management of the rapidly changing environment. Global and legal issues, recruitment and selection, training and development (including e-learning strategies), performance appraisal and reward systems are examined. The emphasis is on sensitizing students to the imperatives of managing human resources rather than preparing the average manager to become a human resources specialist.



Segment 2: Why HRM Matters

This segment explains what human resources management is and identifies key changes in economic environments and organisations and how these have increased the importance of effective HRM. In addition, it discusses the ethical and legal importance of good HRM and explains in general terms why HRM is so important in determining organisational effectiveness.


explain what human resource management is identify key changes in economic environments and organisations and how these

have increased the importance of effective HRM identify the ethical and legal importance of good HRM explain in general terms why HRM is so important in determining organisational

effectiveness

Segment 3: Managing People

This segment surveys a range of issues related to drawing the best out of employees for the benefits of the organisation. Issues covered includes using the HR information systems, HR planning, recruitment and selection and compensation and benefits.


demonstrate an understanding of the principles and practice of HR planning, including the role of HRIS

demonstrate an understanding of the main approaches to job and work design (including their respective strengths and weaknesses) and apply this understanding to the design of effective jobs and work systems

demonstrate an understanding of the range of recruitment and selection techniques available and their respective strengths and weaknesses

demonstrate an understanding of the role of managers in supervision and performance management and in training and career development, and apply this understanding to the design of systems for appraisal and staff development

demonstrate an understanding of the role of compensation and benefits and apply this understanding to the design of compensation and benefit systems

Case Assignment

Great Wall Golf and Country ClubAuthors: Beamish, P.W. and D. EverattCase No.: 900M03Date: 28 June 2000Publisher: Richard Ivey School of Business, The University of Western Ontario

Segment 4: Managing Organisations

This segment examines issues such as employee relations and change management which have to be managed at an organisational level more than at the individual or small group level, but are nonetheless essential to the effective management of HR.


understand why conflict over pay and conditions is an enduring feature of most economies and how such conflict can be managed effectively to minimise disruption to production

demonstrate the ability to apply theories of organisational change to dealing with specific problems in organisational change

demonstrate the ability to apply theories of communication and negotiation to dealing with specific situations

demonstrate an understanding of the obligations of managers concerning employee health and safety and the capacity to design systems to manage health and safety issues

Case Assignment Grupo Financiero Inverlat

Authors: Lane, H., K. Slaughter and D. Campbell

Case No.: 97L001


Publisher: Richard Ivey School of Business, The University of Western Ontario

Segment 5: HRM and Effectiveness

This segment presents the main methods used in collecting and analysing data on HR practices and discusses the relative advantages and disadvantages of particular approaches. It also examines the current state of theoretical and empirical knowledge concerning the links between HRM and organisational performance.


demonstrate an understanding of the main methods used in collecting and analysing data on HR practices and the relative advantages and disadvantages of particular approaches.

demonstrate an understanding of the current state of theoretical and empirical knowledge concerning the links between HRM and organisational performance and be able to apply this understanding to improving HRM in specific organisational settings

Case Assignment Verizon Communications, Inc.: Implementing a Human Resources Balanced ScorecardAuthors: Datar, S. and M. Epstein.Case No.: 9-101-102Date: 19 October 2001Publisher: Harvard Business School (Press)

Segment 6: International HRM

This segment considers international HR issues given that workforces are increasingly becoming more diverse. It discusses issues and challenges in connection with compensation, motivation and performance management in an international setting and presents appropriate strategies to handle these issues


explain what international human resources management is identify the ethical and legal importance of good HRM identify key culture concepts and their implications on management concepts in

an international setting identify issues and challenges in connection with the management of expatriates

and develop strategies to overcome this identify issues and challenges in connection with compensation, motivation and

performance management in an international setting and develop appropriate strategies to handle these issues.


The Final ProjectFor your final project, you will complete a human resource management case study. This is an individual project. You should preferably prepare this case on an organisation with which you are familiar. If you are not currently employed, you will need to use your networks to locate an organisation which you can study. Please contact your instructor as soon as possible if this arrangement presents a problem. You should bear in mind that this is likely to be a sensitive exercise, as you may be required to gather proprietary information about the organisation that you are studying.

Outline of MBA 751: Enterprise Knowledge Management

Textbooks:

Davenport, T. H. and L. Prusak. Working Knowledge: How Organizations Manage What They Know. Harvard Business School Press, 2000.

Tiwana, A. The Knowledge Management Toolkit: Orchestrating IT, Strategy and Knowledge Platform. NJ. Prentice-Hall, 2nd ed., 2002.

Synopsis

This MBA subject, Enterprise Knowledge Management, contributes skills to frame and apply economic decision-making and to use economic models to realise and appropriate value from exchange. A key focus is on pricing outcomes that would arise from both negotiations and in a mass-market context. A key goal is to open your mind to alternative options in this regard and to become clearer and more innovative in articulating business strategies.



Segment 2: What is knowledge

This segment discusses the complexity of knowledge and the various approaches to intellectual capital measurement. The segment consists of the following topics:

Learning Outcomes:

Upon completing the segment and assignment, students should be able to:

identify different categories of knowledge possessed by an organisation assess the quality of the company's existing knowledge base for gaps propose a suitable method for measuring knowledge in an organisation by considering

the advantages and disadvantages of various existing measurement models

Segment Assignment:

You need to complete an individual assignment on the topic:

"Can knowledge be measured and how?"

Segment 3: The importance of Knowledge Management

This segment surveys the importance of knowledge management from various perspectives.

Learning Outcomes:

Given a business scenario, you should be able to

recognise the emerging context for starting knowledge management in an organisation raise the awareness of the importance of knowledge management in an organisation identify the profile of knowledge workers and discuss how they should be managed

Segment Assignment:

Cola wars in China: The future is here. Author: Dai, N. and Dawar, N. (Prof.).Case No.: 9B03A006Date: 13 July 2004Publisher: Ivey Management Systems

Segment 4: Knowledge management processes

This segment discusses the three main knowledge management processes, namely, knowledge creation, knowledge transfer and knowledge utilisation.

Learning Outcomes:


identify different types of processes used to manage knowledge within an organisation explain the knowledge creation process and recommend appropriate technologies to

support the process provide guidelines on facilitating the knowledge sharing process and recommend

appropriate technologies to support the process explain the knowledge utilisation process and suggest how the process can be enhanced

Segment Assignment:

Rank Xerox (A): Global Transfer of Best PracticesAuthors: Szulanski, G, Deutsch, GM, Fueyo, J and Casaburi, M Case No: The European Case Clearing House (ECCH) 304-150-1 Or 06/2004-5138 Year: 2004 Publisher: INSEAD, Singapore

Segment 5: Influences on knowledge processes

This segment discusses the complexity of knowledge and the interdisciplinary approach needed for knowledge management (KM). The segment consists of the following topics:

Learning Outcomes:


identify different types of organisational and technological factors influencing knowledge management within an organisation

analyse the interplay between organisational culture and technology as enablers and facilitators of knowledge processes implemented in an organisation

appraise the quality of organisational and technological interventions in supporting knowledge processes within an organisation

Segment Assignment:

http://pedagogica.u21global.com/icus_docs/0010751001/topics/segment03/topic06/resources/Cola.pdf

Montgomery Watson Harza and Knowledge Management Authors: Parise, S, Rollag, K and Gulas, V Case No: The European Case Clearing House (ECCH) 904-054-1 Or BAB102 Year: 2004 Publisher: Babson College

Segment 6: Knowledge management implementation strategy

This segment discusses the issues related to implementing a strategy for knowledge management in an organisation.

Learning Outcomes:


promote an integrated method of knowledge management (KM) as the appropriate way to approach KM strategy in an organisation

apply in practice a method of building a KM strategy, including critical activities and deliverables

prepare a holistic KM development and implementation strategy for an organisation

Segment Assignment:

Knowledge Management at Tata Steel Authors: Dutta, S and Kumar, A Case No: The European Case Clearing House (ECCH) 904-018-1 Year: 2004 Publisher: ICFAI Center for Management Research


The Final Project

This is a collaborative project, so you will need to work with your team to complete it. As a team, decide how to approach the process and divide the work. Your grade will be based on your combined effort, so make sure that all team members participate and contribute to the process.

Case study discussion

The World Bank and Knowledge Management: The Case of the Urban Services Thematic GroupAuthor: Fulmer, W.E.Case No.: #9-801-157Date: 5 January 2001Publisher: Harvard Business School Publishing

Outline of MBA 761: Developing New Enterprises

Textbook:

Dollinger, Marc J. Entrepreneurship: Strategies and Resources. 3rd ed. New Jersey: Prentice Hall, 2002.

SynopsisThis subject provides a framework and the skills for exploring and establishing a new business venture. The topics covered include market positioning, viable and sustainable business models, budget and capital needs, developing business strategy, exploiting global opportunities, and building relationships with financiers and venture capitalists. Special emphasis is given to the development of a business plan.



Segment 2: Frameworks

Segment 2 Frameworks discusses a framework for entrepreneurship. It presents a four-dimensional model of entrepreneurship for new venture creation.

Learning Outcomes:Upon completion of this segment, you should be able to Explain why entrepreneurship is likely to affect you and your career. Distinguish between different forms of entrepreneurship and how it is manifested around the

world. Review the four different dimensions of the model for new venture creation.

Case Assignment Read the case study on AsiaInfo (Harvard Business School, 9-800-179, October 18, 1999).

Segment 3: Sources of Opportunity

This segment discusses a process model for entrepreneurship and details the sources of opportunities and business ideas that an entrepreneur can analyse to create a new venture.


Trace your own path to entrepreneurial activity. Take inventory of your resources, skills and capabilities and rate their value for new

venture creation. Scan the business environment and generate business ideas from the information

gathered. Generate business ideas by using creativity techniques. Analyse the attractiveness of an industry for new venture creation and entry.

Case Assignment Read and analyse the Suzy’s Zoo in the textbook on pages 456-464.

Segment 4: Strategies and Models

This segment discusses how a business venture idea is developed into a workable business model by crafting entrepreneurial strategy or applying information rules for an Internet-based business. The segment also covers the industry life cycle theory and presents a diagnostic tool for evaluating a new venture strategy. You will also be asked to develop an Idea Treatment for your best business idea. The Idea Treatment exercise gives you the opportunity to concisely state a description for the new venture, what resources you bring to the enterprise and the justification for what external factors help build momentum for the venture. You will also need to specify the scale of the business, based on your intuition for growth potential. This document will be the basis for your project’s approval.


Craft a multi-dimensional strategy for your new venture. Capture value for information-based businesses or products. Conduct a review and audit of a new venture’s strategy.

Case Assignment Read and analyse the Rubio’s (B) case on pages 435-455 in the textbook. You will also want to read and consult Rubio’s (A) case on pages 420-434 in the textbook.

Segment 5: Business-Level Strategy

This segment discusses the initial business plan that entrepreneurs create before they begin their venture. A business plan can prove to be a crucial aspect in the launch and evolution of your company.

Learning Outcomes:Upon completion of this segment, you should be able to Upon com State the mission and objectives for your proposed new venture. Write a concise and cohesive Executive Summary for the plan. Create the middle and concluding sections of a business plan. Analyse and review the essentials of an existing business plan. Apply the benefits of business planning to achieve entrepreneurial success and realise the

limits of planning and plans in an uncertain and ever-changing environment.

Case assignment: Read the PacNet case and business plan (Harvard Business School Publishing and Stanford Case Number: E 138, version 12/13/02).

Segment 6: Financial Element

This segment discusses the important financial decisions unique to developing new enterprises.


Determine the financing needs for a new venture. Bootstrap a new venture if appropriate and possible. Construct a plan for approaching different sources of financing and investors. Craft and present a deal structure that maximises value for investors and entrepreneurs. Perform a valuation analysis of a new venture

Case Assignment Read and analyse the Windsor Industries case in the textbook on pages 489-498.

Segment 7: Organisation Creation

This segment provides an overview of the theoretical and practical aspects of creating an organisation. The segment examines the creation and development of an organisation, discusses corporate entrepreneurship (intrapreneurship) and offers effective decision-making guidelines to evaluate franchise opportunities.

Learning Outcomes:Upon completing this segment, you should be able to Construct the requirements for the TMT and Board of Directors for the venture. Devise a recruiting strategy for the TMT and Board of Directors for the venture. Recognise different organisational structures and understand how the structure of the firm is

used to implement its strategy. Create a set of values and purposes and goals to make your venture an enduring

organisation. Design, develop and implement a Balanced Score Card (BSC) for new enterprises. Promote your new venture within the context of the corporation, alliances or franchise

agreement.

Case Assignment Read the China Internet Corporation (CIC) case (Harvard Business School Publishing/HKUST, 9-396-299, May 10, 1996).

Segment 8: Enterprise Simulation

This segment will give you an opportunity to make a series of critical decisions in order to commence your new venture. These decisions include creating an organisation, choosing the top management team (TMT), developing a product, penetrating a market and making a profit. These decisions will affect the following five functional areas of the business: Research and Development, Manufacturing, Marketing and Sales, Human Resources and Finance.

Learning Outcomes:Upon completion of this segment, you should be able to Hire the right people. Engage the right opportunities. Make the right financing deals. Make sure these decisions are consistent with the overall business context. Succeed in starting and managing a simulated high-risk business.


The Final Project

The final project requires you to create a business plan, based on the business idea previously approved by the instructor.

Outline for MBA 770: Information Technology Systems for Business

Textbook:

Laudon, K.C. and J.P. Laudon. Managing the Digital Firm. 8th ed. New Jersey: Prentice Hall, 2003. ISBN# 0-13-120681-8.

SynopsisThis subject is a survey of the major concepts, theories and frameworks within the discipline of Management Information Systems and provides students with a foundation that is further built on in other subjects. It assumes no prior preparation on the part of the student in the discipline. Topics covered include overviews of the organisational context for information systems; digital communications and networking technologies; enterprise resource planning, supply-chain, customer-relationship and knowledge management applications; the relationship between architectures, platforms and applications, principles of information systems strategy and management; and managing the design and implementation of comprehensive information systems.



Segment 2: IS Architecture

This section introduces the basics of IS architecture and technology components.


Identify key components of the four building blocks of information systems (IS): hardware, software, telecommunications and databases.

Justify reasons for choosing particular types of hardware, software, telecommunications and databases.

Identify upcoming technologies that have the greatest business potential.

Case Assignments: Title: Managing Information: The IT

ArchitectureCase No.: #9-193-059Date: 20 January 1993Authors: D.B. Stoddard and K.N. SegerPublisher: Harvard Business School

Publishing

Title: Anthony Ng Architects Limited: Building Towards a Paperless Future

Case No.:

HKU089

Date: 1 January 2000Author: T. Kvan, A. Lee and L. HoPublisher: Harvard Business School

Publishing

Segment 3: Building IS

This section explains the different processes used to develop IS applications.


Identify management, organisation and technology issues associated with information systems (IS) development.

Describe the role of project management in IS development. Apply appropriate criteria to evaluate the success or failure of IS projects. Describe the tools and methodologies used for IS development.

Case assignment:Xerox: Outsourcing Global Information Technology Resources Authors: Lynda Applegate, Kevin DavisProduct No.: 9-195-158; Date: 1995Publisher: Harvard Business School Publishing.

Segment 4: Managing Knowledge

This section discusses the importance of managing knowledge in an IT environment.

Learning Outcomes: At the end of this segment, you should be able to:

Suggest appropriate organisational decision-making models to be used in given scenarios at work.

Compare and contrast these decision-making IT systems: management information systems (MIS), decision support systems (DSS), executive information systems (EIS) and group support systems (GSS).

Identify the three knowledge management (KM) activities that organisations must carry out to remain competitive.

Identify guidelines for the implementation of KM in an enterprise. Identify five important IT initiatives that facilitate KM in an enterprise.

Case Assignment:Unleashing the Power of Learning: An Interview with BP's John BrownAuthor: Steven E. ProkeschDate: Sept-Oct 1997 Publisher: Harvard Business Review

Segment 5: Enterprise IT

This segment examines the deployment of IT systems that span the whole enterprise.


Identify the five main challenges of introducing an enterprise system (ES) into an organisation.

Identify guidelines for the implementation of an IT architecture that will meet business requirements.

Recommend a particular supply chain (SC) model for an organisation to use in order to achieve specific business and operational benefits.

Identify the steps for implementing an ERP system. Make recommendations with regard to choosing the 'big bang' or phased approach for

ERP system implementation.

Case assignment: Johnson and Johnson: Building an Infrastructure to Support Global Operations,

Segment 6: Virtual Organisations

This segment describes how some organizations are becoming virtual organizations that are geographically and temporally distributed.


Make recommendations for dealing with challenges facing networked organisations. Identify the advantages and disadvantages of the different ways of organising workers in

the virtual office. Identify key technologies that virtual organisations must avail of.

Case assignment:Cisco Systems: Web Enablement.

Segment 7: Aligning with Business

This segment discusses the need for IT strategy to be aligned to the business strategy.


Identify the five stages in the evolution of strategic IS planning (SISP). Identify the key activities involved in the four stages of the SISP alignment process. Explain ways in which IT impacts an organisation's business.

Case assignment:Read the article called "Strategic Planning Don'ts (and Do's)" that talks about what to do for successful SISP. The leadership role and the responsibilities for crafting the policies for SISP lie with the IT director or the CIO.


The Final Project

For your final project, you will provide a brief overview of an IT system in one organization. This is an individual exercise.

You will study different aspects of the system and your final report will include the following elements:

Motivation: What were the main drivers of the system? Why was it developed? Scope: What functionality did the system include? Design: What is the system architecture? What hardware and software choices were

made? How were the users involved in the design process? Implementation: How was the system tested? Was it implemented in stages or phases?

Why was it implemented in this manner? Impact: Are the end users and developers satisfied with the system?

Outline of MBA 771: Information Systems Strategy

Textbook Applegate, L.M., R.D. Austin, & F.W. McFarlan. Corporate Information Strategy & Management: Text and Cases. 6th ed. New York: Irwin/McGraw Hill, 2003.

SynopsisThis subject provides an understanding of the contemporary technological and organisational issues involved in the management of information resources. It is designed to integrate theoretical concepts with their practical applications so as to teach both the theory and the practice of information systems management. Topics include the role of information technology (IT) in the management of the organisation; organisational learning and the assimilation of IT; the make-or-buy decision; the relationship between users and IT management; the role of IT in business competition; strategic alliances and planning and control in inter-organisational systems; centralisation vs. decentralisation of management planning and control; responsibilities of users and information systems professionals; design of an information systems department; the use of chargeback for control; managing computer centre operations; transnational information management; and planning methodologies.



Segment 2: Strategic Systems

This segment describes the elements of competition within an industry and how IT may be used to alter these elements and so enable a firm to gain competitive advantage. The segment also describes how systems become strategic and how they affect industry structures.

Learning Outcomes:

At the end of this segment, you should be able to:

Identify ways in which IT systems can become strategic by altering industry structure.

Assess the competitive intensity of industries.

Apply the process of linking IT applications with business strategies within an organisation.

Provide guidelines for identifying strategic business opportunities that IT can create.

Make recommendations for investment in an IT architecture that is aligned with the organisation's business strategies.

Case Assignment Lynda M.A., N. Bartlett, D. Chang-Leow and B.S. Neo. PSA: The World's Port of Call, HBS Case #802-003, Harvard Business School Publishing, July 9, 2002

Segment 3: IT and Reengineering

This segment describes how information technology can be used in enable business process reengineering (BPR).


Identify different types of projects that may benefit from BPR. Apply BPR to a current business process within an organisation. Identify ways in which the IT function leads and enables BPR.

Case Assignment Lynda M.A. QuickenInsurance: The Race to Click and Close, HBS Case #9-800-295, Harvard Business School Publishing, February 04, 2000

Segment 4: IT Planning

This segment describes how the processes and framework involved in IT planning.

Learning Outcomes:


Suggest ways in which IT enables an organisation to fulfil its strategic objectives. Formulate an IT vision statement that is appropriate for a particular type of organisation. Apply the critical success factors (CSFs) approach to planning. Apply the contingency approach to planning. Apply the business systems planning (BSP) approach to planning. Align business (strategic) planning with IT planning.

Segment 5: IT Evaluation

This section describes ways in which IT contributes to the business can be measured.:

Learning Outcomes:


Assess costs and benefits of IT deployment. Develop economic evaluation techniques unique to your organisation. Adopt complementary evaluation methods to examine IT performance.

Case Assignment McFarlan F.W. and N. Bartlett. Postgirot Bank and Provment AB: Managing the Cost of IT Operations, HBS Case #9-302-061, Harvard Business School Publishing, January 10, 2002

Segment 6: Global IT

This section introduces IT in a global context and the issues relating to the management of IT on a global scale.

Learning Outcomes:


Assess the viability of your organisation's global strategy and whether or not it fits the external environment.

Design an appropriate global IT strategy to match the firm's strategy. Deploy global systems that provide the most benefit to your firm. Develop policies for the global development of IT applications.

Case Assignment

McFarlan F.W., M. Dailey and F. Young. Jardines: Tapping the Asian E-commerce Market, HBS Case #9-301-045, Harvard Business School Publishing, September 22, 2000


Final Project

For your final project, you will complete an IT case study. This is a collaborative project, so you need to form a team of no more than five students, including yourself.

Your team will select an organisation and examine all aspects of its information systems. In your analysis, you must describe and evaluate the specific IT functions and make recommendations on how to improve the IT applications and management within that company. You should bear in mind that this is a sensitive exercise, and you will be required to gather proprietary information about the organisation that you have selected.

Based on these findings, complete a comprehensive assessment of IT within the organisation. If you were the CIO in this organisation, what would you change and why? (Detail the costs associated with any change.) Is this a trivial change or a major transformation? What resources will be needed to bring about this transformation? What will the ideal IT organisation look like after this transformation?

Outline of MBA 790: Capstone Management Project

Textbook:

Greiner, L and F. Poulfelt, The Handbook of Management Consulting: The Contemporary Consultant: Insights from World Experts, Mason, Ohio: South Western, Thomson (2005)

Zikmund, W., Business Research Methods: 7th ed, Mason, Ohio: South Western, Thomson (2003)

SynopsisMBA 790 Capstone Management Project will engage you in the conduct of a management project in an area of special relevance to your current or prospective area of business focus. The subject is designed to integrate the knowledge and applied skills that you have learned in the Universitas 21 Global MBA program in the production of project deliverables. Your task is to prepare a management consulting report, either as a solution to a problem internal to your workplace, or as an external consulting project responding to a real-world situation or advanced case study.

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