Management 464
Assignment of Learning Objectives to Students
2:00 Section
Project Guidelines
- You should prepare for a 10 minute (minimum) to 15 minute (maximum) presentation (NOTE: Same total length expectation whether you are assigned 1 or 2 learning objectives);
- Your presentation should try to convey the major themes/ideas of the learning objective(s) you are assigned;
- You can use the material (words and graphics) from your chapter’s PowerPoint (provided to you on Moodle), but you should condense and customize the material (words AND graphics) to create your own, original PowerPoint (with your selections on all aspects of slide design) to fit the time frame you are to aim for with this presentation;
- You must use video(s) that fit the material you are conveying, but video content can take-up no more than 1/3rd of your presentation time;
- You will be graded based on your preparation and organization for the presentation, as well as your ability to convey the material concisely, clearly, and effectively. You will be assessed both on the slides you use (so work for high-quality slides and “flow” to your presentation), the video(s) you choose to show and how you explain the linkage to course concepts, your overall creativity with the assignment (which is strongly encouraged), and yes, your speaking abilities (including, but not limited to: eye contact [i.e. lack of reading], familiarity with the content, speech (pacing, voice projection, etc.);
- You should be prepared to turn-in a black-and-white copy of your slides in handout (3-6 to a page) form at the beginning of the class on the date you present; and
- On the date assigned for your presentation, please arrive at least 5 minutes early to allow for setup of the slide presentations.
Chapter 7 - Business Strategy: Innovation and Entrepreneurship
Coverage of Learning Objectives
Date
|
Student
|
LO Number
|
Learning Objectives
|
10/8
|
Bordelon, Zach
|
LO 7-1
|
Outline the four-step innovation process from idea to imitation.
|
10/8
|
Bordelon, Zach
|
LO 7-2
|
Apply strategic management concepts to entrepreneurship and innovation.
|
10/8
|
Byrd, Nicholas
|
LO 7-3
|
Describe the competitive implications of different stages in the industry life cycle.
|
10/8
|
Byrd, Nicholas
|
LO 7-4
|
Derive strategic implications of the crossing the-chasm framework.
|
10/20
|
Daull, Mason
|
LO 7-5
|
Categorize different types of innovations in the markets-and-technology framework.
|
10/20
|
Daull, Mason
|
LO 7-6
|
Explain the long-tail concept and derive its strategic implications.
|
10/20
|
Davis, Haley
|
LO 7-7
|
Compare and contrast closed and open innovation.
|
Chapter 8 - Corporate Strategy: Vertical Integration and Diversification
Coverage of Learning Objectives
Date
|
Student
|
LO Number
|
Learning Objectives
|
10/22
|
Deemer, Gabrielle
|
LO 8-1
|
Define corporate strategy and describe the three dimensions along which it is assessed.
|
10/22
|
Deemer, Gabrielle
|
LO 8-2
|
Describe and evaluate different options firms have to organize economic activity.
|
10/22
|
Garlepied, Lauren
|
LO 8-3
|
Describe the two types of vertical integration along the industry value chain: backward and forward vertical integration.
|
10/22
|
Garlepied, Lauren
|
LO 8-4
|
Identify and evaluate benefits and risks of vertical integration.
|
10/27
|
Hirstius, Victoria
|
LO 8-5
|
Describe and examine alternatives to vertical integration.
|
10/27
|
Hirstius, Victoria
|
LO 8-6
|
Describe and evaluate different types of corporate diversification.
|
10/27
|
Hursey, Michael
|
LO 8-7
|
Apply the core competence–market matrix to derive different diversification strategies.
|
10/27
|
Hursey, Michael
|
LO 8-8
|
Explain when a diversification strategy creates a competitive advantage and when it does not.
|
Chapter 9 - Corporate Strategy: Mergers and Acquisitions, Strategic Alliances
Coverage of Learning Objectives
Date
|
Student
|
LO Number
|
Learning Objectives
|
10/29
|
Irving, Samantha
|
LO 9-1
|
Differentiate between mergers and acquisitions, and explain why firms would use either as a vehicle for corporate strategy.
|
10/29
|
Irving, Samantha
|
LO 9-2
|
Define horizontal integration and evaluate the advantages and disadvantages of this corporate-level strategy.
|
10/29
|
Johnson, Mattie
|
LO 9-3
|
Explain why firms engage in acquisitions.
|
10/29
|
Johnson, Mattie
|
LO 9-4
|
Evaluate whether mergers and acquisitions lead to competitive advantage.
|
11/3
|
Lemm, Mindy
|
LO 9-5
|
Define strategic alliances, and explain why they are important corporate strategy vehicles and why firms enter into them.
|
11/3
|
Lemm, Mindy
|
LO 9-6
|
Describe three alliance governance mechanisms and evaluate their pros and cons.
|
11/3
|
Luper, Christian
|
LO 9-7
|
Describe the three phases of alliance management and explain how an alliance management capability can lead to a competitive advantage.
|
11/3
|
Luper, Christian
|
LO 9-8
|
Apply the build-borrow-or-buy framework to guide corporate strategy.
|
Chapter 10 - Global Strategy: Competing Around the World
Coverage of Learning Objectives
Date
|
Student
|
LO Number
|
Learning Objectives
|
11/10
|
Manda, Roshni
|
LO 10-1
|
Define globalization, multinational enterprise (MNE), foreign direct investment (FDI), and global strategy.
|
11/10
|
Manda, Roshni
|
LO 10-2
|
Explain why companies compete abroad, and evaluate the advantages and disadvantages of a global strategy.
|
11/10
|
Mcmorris, Maria
|
LO 10-3
|
Apply the CAGE distance framework to explain which countries MNEs enter.
|
11/10
|
Mcmorris, Maria
|
LO 10-4
|
Compare and contrast the different options MNEs have to enter foreign markets.
|
11/12
|
Melancon, Ashlyn
|
LO 10-5
|
Apply the integration-responsiveness framework to evaluate the four different strategies MNEs can pursue when competing globally.
|
11/12
|
Melancon, Ashlyn
|
LO 10-6
|
Apply Porter's diamond framework to explain why certain industries are more competitive in specific nations than in others.
|
Chapter 11 - Organizational Design: Structure, Culture, and Control
Coverage of Learning Objectives
Date
|
Student
|
LO Number
|
Learning Objectives
|
11/17
|
Mire, Chanie
|
LO 11-1
|
Define organizational design and list its three components.
|
11/17
|
Mire, Chanie
|
LO 11-2
|
Explain how organizational inertia can lead established firms to failure.
|
11/17
|
Peters, Shannon
|
LO 11-3
|
Define organizational structure and describe its four elements.
|
11/17
|
Peters, Shannon
|
LO 11-4
|
Compare and contrast mechanistic versus organic organizations.
|
11/19
|
Pevlor, Paige
|
LO 11-5
|
Describe different organizational structures and match them with appropriate strategies.
|
11/19
|
Pevlor, Paige
|
LO 11-6
|
Describe the elements of organizational culture, and explain where organizational cultures can come from and how they can be changed.
|
11/19
|
LO 11-7
|
Compare and contrast different strategic control-and-reward systems.
|
Chapter 12 - Corporate Governance and Business Ethics
Coverage of Learning Objectives
Date
|
Student
|
LO Number
|
Learning Objectives
|
11/24
|
Turner, Nadia
|
LO 12-1
|
Describe the shared value creation framework and its relationship to competitive advantage.
|
11/24
|
Turner, Nadia
|
LO 12-2
|
Explain the role of corporate governance.
|
12/1
|
Walker, Raquelle
|
LO 12-3
|
Apply agency theory to explain why and how companies use governance mechanisms to align interests of principals and agents.
|
12/1
|
Walker, Raquelle
|
LO 12-4
|
Evaluate the board of directors as the central governance mechanism for public stock companies.
|
12/1
|
Wang, Sulin
|
LO 12-5
|
Evaluate other governance mechanisms.
|
12/1
|
Wang, Sulin
|
LO 12-6
|
Explain the relationship between strategy and business ethics.
|
