Essay on the organziation

Submitted By 晓雯-顾
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Instructor Dr. R. Chaganti Tel 609-895-5529 Call-in hours at a pre-appointed time between 12pm and 2pm, Thursdays Email HYPERLINK mailtoChaganti@rider.edu Chaganti@rider.edu Office Sweigart Hall 235 Class meets three Fridays at the beginning of semester and on last Friday of classes at the end of the semester. Text Business Strategy Game Simulation players guide and access to game web site will be obtained by students using codes supplied by me. This course carries 1.5 credit hours and this course PMBA8880-Lab Strategic Management Simulation is a companion course to the capstone course PMBA8880 Strategic Management. This course meets in class for two Fridays in the beginning of the semester, and then on the last Friday of classes at the end of the semester. Learning Goals Students should Enhance their integrative, action-oriented strategic thinking, and Practice strategic decision-making. In this project, students in teams with no more than 4 members each, represent top management of a 10 year-old shoe company that has global operations. Decisions therefore start with year 11 and end with year 20 decisions. Companies in the class compete with each other, and all of the teams in the class together represent the global athletic shoe industry. Teams run their companies for ten weeks of decision cycles. Each weekly decision cycle represents one financial year in the games time frame, and every year teams evaluate results from the previous year and make decisions for the following year. Teams make decisions for ten weeks or ten years. Each team would evaluate the global athletic shoe industry environment, analyze their companys resources and capabilities, identify company goals and objectives, and formulate strategies and make decisions to implement corporate strategy. Purpose is to successfully compete with the other companies and win the game. Each year companies make multifunctional decisions relating to corporate citizenship, marketing, manufacturing, plant investment and finance. Decisions in each area interact with decisions the company makes in the other areas. Hence teams should understand the implications of decisions in one area for the other areas and take these interrelationships into account when making decisions. Additionally, companies may encounter unforeseen events, and need to revise their strategies appropriately and creatively. Students also deal with the team dynamics of communicating and consulting with colleagues to arrive at consensus on actions. This project therefore encourages strategic thinking and decision-making. The athletic shoe company that achieves the highest performance on key financial and non-financial indicators by the end of ten years wins the game. Course Content and Requirements Teams. Each team should have no more than 4 members and each team should have a mix of diverse business disciplines. Particularly each team is required to have members with quantitative or numbers backgrounds from disciplines like accounting, economics, or finance and members with non-quantitative backgrounds from disciplines like marketing, global business, or management working together. Teams where all members have the same disciplinary background are not ordinarily permitted. Game decisions. Decisions are made and inputted online and results are received online. After the first two rounds of trial decisions made during class time, teams formulate their companys strategy for winning the game over the following ten years, and this strategy provides the foundation for yearly decisions. Then companies make weekly decisions for one year at a time, receive results and after reviewing previous years results, make decisions for the following year. After the two trial runs, decisions are made outside class time, and teams can input decisions for their companies from anywhere as long as they have Internet access. Teams should meet electronically and/ or physically each week to consult for the
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