Course InformationCourse Number and TitleMG6615 Operatio

Course Information
Course Number and Title:MG6615 Operational Planning and
Policy (CRN 228) Term and Year:Fall I 2021
Term Dates:August 23rd, 2021 – December 12th, 2021
Delivery Method:Online with Virtual Residency Meeting Place
and Time:Online via Blackboard and Zoom
Live Session:You will be contacted by your LIVE Residency
Instructor. This individual
may/may not be the instructor for your Blackboard course.
Please be sure to check your NEC email daily. LIVE Zoom
Faculty will reach out in weeks 3 or 4 of the term. Students will
meet during the term to complete the required 8 hours of LIVE
Zoom contact. In accordance to federal and campus guidelines
in response to COVID, these sessions are all required and
replace the Henniker Residency that has been moved online due
to COVID. In addition to the 8 hours of LIVE Zoom instruction,
you have 10 hours of self-directed research to assist in your
studies for your required 18 hours of residency for this course.
Credits:3
Prerequisites:N/A
Instructor Information
Faculty Name:Dr. Sherwin L. Stewart
Email Address:[email protected]
Phone Number:423-665-9701. I am available Thursdays, 7p.m. –
8p.m. EST, or by appointment Response time:I will respond
within 24 hours.
Required Materials and Textbook(s)
Thompson Jr. A. A, Peteraf, M. A., Gamble, J. E., and
Strickland III, A. J. (2022). Crafting & Executing Strategy: The
Quest for Competitive Advantage: Concepts and Cases. 23rd
Edition. McGraw-Hill. ISBN: 978-1-260-73517-8

STRATSIMMANAGEMENT Strategic Management Simulation
Available for purchase via eCampus, NEC’s Online bookstore
Note: Students will receive a welcome email from Interpretive
Simulations that will contain a unique user ID and password for
each student, as well as instructions on how to log in, register,
and gain access to (redeem the access code from eCampus) their
resources and simulation. It is highly recommended that
students log in and complete the registration as soon as possible
to get quickly acclimated to the simulation part of this course.
Please note:
· Students cannot register their accounts before Interpretive
Simulations receives their contact information from their
instructor.
· Students who purchase the access code early (weeks ahead of
time) from eCampus will have to wait until the instructor
provides the name/email list in order to receive the Welcome
email with their user ID and password.
· Students need to keep track of their access code (it will be
sitting in their eCampus account in their digital bookshelf) until
the time comes to register at start of term.
Once students begin the simulation during week 9, they will be
put in teams of 2 or 3 to complete each of ten
(10) simulated moves (approximately 2 per week) over a 5-week
period. There will be a brief quiz during week 8 to measure
students understanding of the simulation tool and situation. This
is designed to have students quickly study the initial case and
get acclimated to the simulation tool prior to group work.
Optional orSupplemental Materials
Supplemental materials include readings, videos, and websites
available in the course room.
Course Description and Outcomes

Students will examine and apply the process of strategic
thinking and planning. Globalization is forcing organizations to
undergo and adapt to changing markets, consolidation, strategic
alliances and ventures, specialization, and tactical startups.
Students will explore and implement the various strategic
decisions, competitive analysis, and managerial skills required
to support both short-term and long-term organizational goals.
Students will assume the roles of key decision makers in
analyzing these issues and make strategic recommendations.
This course will provide students with an opportunity to
develop strategic management skills. At the conclusion of this
course, each student should be able to:
1. Describe the importance of strategic management and how
companies’ set strategic direction.
2. Analyze a company’s external environment.
3. Evaluate Generic Strategies, and a Company’s Resources,
Capabilities, & Competitiveness.
4. Describe how to strengthen a company’s competitive
position.
5. Evaluate strategic options for competing across national
borders and entering international markets.
6. Examine the driving forces behind business diversification.
7. Analyze ethics, corporate social responsibility, environmental
sustainability, and strategy.
8. Describe effective strategy execution with people,
capabilities, and structure.
9. Develop management actions that promote effective strategy
execution.
10. Evaluate the key features and takeaways from effective
leadership and corporate culture.
11. Apply strategic business decisions using Interactive
Strategy Management Simulation.
· Evaluate the key features and takeaways from effective
leadership and corporate culture.Grading Policies

Late Policy
· Technological issues are not acceptable reasons for late
submissions. This is an online course; connectivity is your
responsibility.
· Students must submit discussion board postings during the
time frame indicated in the assignment. Discussion board
submissions will not be accepted for credit after the deadline.
· Students needing extra time may submit assignments,
excluding discussion board postings and quizzes, up to two days
late. Late assignments receive a 10% deduction per day.
(
Revised June 2020
)
(
Page
10
of
45
)
Assignments more than 2 days late will not be accepted.
· Instructor will accept late work without prior arrangement in
the case of extenuating circumstances (such as hospitalization,
childbirth, major accident, injury, or bereavement). Students
who suffer such a circumstance must notify the instructor as
soon as possible of the extenuating circumstance that prevented
them from submitting work on time and determine a deadline
with the instructor for submitting the work. In these instances,
the instructor will waive the late penalty. Students who do not
meet the deadline arranged with the instructor will receive a
grade of zero on the assignment. Note this does not apply
during the final week of class.

· Students must submit the final assignment no later than the
last day of the term. No assignments are accepted after the last
day of the term.
Grade Computation
Assessment
Frequency
% Toward Final Grade
Discussions
11
25%
Written Assignments
11
25%
Quizzes
8
20%
Simulation Reports – Weeks 10, 11,
& 13)
3
30%
Total
100%
Grading Scale
A
100-93
A-
92-90
B+
89-87
B
86-83

B-
82-80
C+
79-77
C
76-73
C-
72-70
D
69-60
F
59 and below
Final course grades of C+ or below will not meet graduate
degree requirements. Students will need to repeat any course in
which they received a grade C+ or below. For more information,
please refer to the New England College Academic Catalog.
Required Technical Skills
To promote success in an online community, whether 100%
online or hybrid, students must know how to use email and
navigate the Internet. Students must be familiar with their
computer or device, its programs and operating system, be able
to send messages to their instructor, upload attachments, post
assignments, communicate with other students, and navigate the
course site. Students should retain and organize copies of all
course work on a backup device or cloud storage program.
Attendance Policy
Students are required to meet the federal requirements for time
on task per the Federal Definition of the CreditHour .Students
must log in to the course site multiple times each week, and
submit all required
assignments. Verification of participation occurs in Week 1 of
the course, where students are expected to submit all required
assignments. Failure to do this will result in the students being
dropped from the course. Students will be dropped if they don't
complete at least one graded assignment.

You are expected to participate in all course activities. Not
actively and consistently contributing online for the duration of
the course will adversely affect your grade. Students are always
expected to actively contribute to the discussions and other
activities online. A significant portion of your grade is based
upon this and you are personally responsible for the material.
It is the responsibility of each student to understand fully the
participation policies and procedures for every course in which
the student is enrolled. New England College respects student’s
religious observances. In an online environment, students are
expected to notify their instructors if they are unable to
participate fully during the time of the student’s observances.
Making up missed assignments and course contributions is the
student’s responsibility.
This course, run through the Blackboard learning system, is not
correspondence or self-paced. Students must participate in all
content, communications, assignments, discussions, blogs, wikis
and other activities throughout the course, adhering to time
frames, due dates or deadlines specified.
Executive Programs & Residency Due to the Covid-19
pandemic, there will be no face-to-face residency sessions at the
Henniker campus or at any other location during the Fall I, 2021
term. Each student will be required to attend virtual residency
sessions. The virtual schedule for this course will be determined
by the LIVE Residency instructor (this individual may or may
not be your course instructor) and will be communicated to all
students via their NEC email addresses. Students must attend
the required 8 hours of LIVE Virtual Residency.
Students must have their cameras on in the main session and in
breakout rooms, and be actively engaged and
participating. Attendance will be taken at random. Missing any
LIVE sessions must be approved by your Program Director in

advance due to extreme circumstances and will require
documentation. If approved for a make-up session, you are
REQUIRED to attend. If you miss any residency hours for a
single course, and do not meet the REQUIRED 8 hours of LIVE
Virtual Residency, you will automatically FAIL the course for
which you did not attend residency. Work is not considered a
valid reason for missing your virtual residency sessions, as your
student role, especially those here on an F1 visa, is your
primary role.
Note: Class absences may impact an international student’s visa
status, as immigration laws stipulate that F-1 visa students must
be in a full-time schedule and must be attending classes.
Expectations for Online Behavior
NEC requires a learning environment where everyone is
respected and feel safe to take the risks necessary for learning.
All online communication must be respectful and constructive.
Students who violate these guidelines will be referred to the
Office of Judicial Affairs. Students must review and adhere to
NEC’s NetiquetteGuidelines.
In the event a student loses electricity, internet access, or has
difficulty accessing learning content, it is the
student’s responsibility to contact the instructor via email or
phone as soon as possible.
NEC Academic Integrity Policy: Graduate Programs
The New England College community embraces an Academic
Honor Principle. It consists of honesty, trust, and integrity.
Honesty is being true to oneself and others, engendering a
culture of trust. Trust builds mutual respect, fostering a
disposition of responsibility and civility. Integrity denotes inner
strength of character: doing what is right and avoiding what is
wrong. Students, Faculty, and Staff accept these values as
fundamental guides to our actions, decisions, and behavior.
Academic Dishonesty
Academic dishonesty includes, but is not limited to, the

following infractions:
Plagiarism: According to the Council of Writing Program
Administrators, “plagiarism occurs when a writer
deliberately uses someone else’s language, ideas, or other
original (not common-knowledge) material without
acknowledging its source.”1 Any of these activities constitutes
plagiarism: directly copying and pasting from a source without
citation; paraphrasing from a source or sources without citation;
turning in a paper, or sections of a paper, known to be written
by someone other than the student; unauthorized multiple
submissions of the same work in more than one course; and
turning in a purchased paper.
Misuse or inaccurate citation of sources: It may be possible that
a student has carried out a good-faith attempt to acknowledge
others’ work but has failed to do so accurately or fully. This
may include citing sources, but not including sufficient
information or correct formatting of the citation. These are
largely not considered plagiarism unless the student repeats the
misuse of sources after feedback from the faculty. In case of
doubt about how to cite a source, students should ask their
instructor.
Plagiarism is a severe event that will lead to penalties that may
result in expulsion. Please consult the Academic Integrity
Policy in the NEC Catalog for specific information on
procedures regarding this policy.
Misrepresentation: Having someone else do coursework,
assignments, papers, quizzes, and tests.
Facilitation of Academic Dishonesty: Helping someone else
cheat. Examples include supplying questions and/or answers to
a quiz or examination, allowing someone to copy your
homework, doing homework together without the instructor’s

permission, seeking input from others during a take-home or
open book test.
Cheating: Deliberate deceptive behavior to avoid work and
learning. Examples include, but are not limited to:
1. Communicating with others during an exam or quiz
2. Copying all or part of homework or another’s quiz, exam, or
written work
3. Using notes when you are directed not to by the professor,
using electronic equipment to look up answers
you don’t know
4. Making up data for research
5. Stealing quizzes or exams prior to their administration
6. Altering or attempting to alter college records
7. Offering a bribe to college personnel in exchange for special
treatment or favors Because academic dishonesty violates
academic integrity, it cannot be condoned at NEC.
1 Council of Writing Program Administrators. 2003. Defining
and Avoiding Plagiarism: The WPA Statement on Best
Practices. http://wpacouncil.org/files/wpa-plagiarism-
statement.pdf
For further explanation on this topic, please refer to the New
England College Academic Catalog.
Credit Hours and Student Work
Regardless of the format (online or hybrid) or the time period in
which the course is offered (e.g. fifteen or seven weeks), the
student work expectation for all courses is the same. One credit
represents 47 hours of work over the course of a term (including
lectures, laboratories, recitations, discussion groups, field work,
study, etc.), averaged over each week during the term, to
complete the work of the course. In a four-credit course, the

expectation is that there is 180 hours of work. The approximate
student learning hours per week for a four- credit course are as
follows: 15-week course = 12 hours per week, 7 week course =
25 hours per week, and a 3 week course = 60 hours per week.
Assignment
Calculation
Hours
Getting Started
Week 1: Review of course syllabus, agree
to terms, introduction post, becoming acquainted with the
course
1
Required Reading
376 pages x 14 hours/100 pages
53
Videos
19 videos at varying lengths
5
Discussion Boards
11 boards, 3 hours per board
33
Weekly Written Assignments
11 at 2 hours each
22
Course Quiz
9 at 1.0 hours each
9
Individual Simulation Reports
3 papers at 1.5 hours each
4.5
StratSim Quiz
1 at 0.5 hours
0.5
StratSim Team Meetings
10 at 1 hour each

10
Residency Live Sessions
8 at 1 hour each
8
Self-Directed Research
Assessments & Research
10
Total, including residency
153 @ 45/credit hour
*(4-credit course = 180 total hours, 3-credit course = 135 total
hours, 2-credit course = 90 total hours; 1-credit course = 45
total hours).
Statement on Fair Practices
New England College prohibits discrimination on the basis of
race, color, creed or religion, national origin, sex, sexual
orientation, age, marital status, pregnancy, veteran’s status, or
disability in regard to treatment, access to, or employment in its
programs and activities, in accordance with federal and state
laws and regulations. In compliance with the Americans with
Disabilities Act (ADA), individuals with disabilities needing
accommodation should contact the Disability Services Office.
For further explanation on this topic, please contact the Dean’s
Office within the School of Graduate and
Professional Studies.
Academic Accommodations
New England College values diversity and inclusion; we are
committed to fostering mutual respect and full participation.
Our goal is to create learning environments that are usable,
equitable, inclusive and welcoming. If there are aspects of the
instruction or design of this course that result in barriers to your
inclusion or accurate
assessment, please notify the instructor as soon as possible.
Students are encouraged to contact the Office of Student Access

and Accommodations as soon as possible to discuss a range of
options to removing barriers in the course including
accommodations.
Students who have a letter of accommodation from the Student
Access and Accommodations should contact their instructor as
soon as possible to set up accommodations for this course. The
student and instructor will discuss how to implement the
accommodations and address accessibility of the course. The
Office of Student Access and Accommodations is available to
both faculty and students with any accommodation questions, or
accessibility and disability related concerns.
For students that have not previously worked with Student
Access and Accommodations but who believe they need
accommodations, please contact the office via email at
[email protected], phone 603-428-2302, or make an
appointment.Assignments and Schedule
The course is divided into seven weeks. Due dates for
assignments and discussions are stated in day numbers. Day 1 is
Monday, the first day of the beginning of each weekly session.
Day 1
Monday
Day 2
Tuesday
Day 3
Wednesday
Day 4
Thursday
Day 5
Friday
Day 6
Saturday
Day 7
Sunday

Course Schedule
Week 1: What is Strategy and Why is it Important (August 23rd
– August 29th)
Estimated Time on Task
Getting Started Tasks
Time has been included in week 1 for you to review the syllabus
and the Blackboard Course layout. It is recommended that you
establish a schedule to plan out how you will be successful in
completing the course requirements.
1 hours
Week 1 Overview
Welcome to Week One of MG6615, Operational Planning and
Policy. During our first week of studies, we will establish a
conceptual framework for defining organizational strategy and
understanding its importance. Our goal will be to acquire the
ability to identify a company's strategy and interpret how well it
is being executed. We will evaluate the purpose of mission and
vision statements. You will learn about the early stages of the
strategy-making process with developing a vision statement,
developing a mission statement, and setting objectives.
The topics and concepts we learn about during Week One will
serve as an important foundation as we transition throughout the
course.
Course learning outcomes and Learning objectives
Describe the importance of strategic management and how
companies’ set strategic direction.
· Evaluate company’s vision and mission statements.
· Identify the most basic strategic approaches for setting a

company apart from its rivals.
· Demonstrate an understanding of key strategic
terminology.
Week 1 Reading/Power Points (from text, articles, websites,
etc).
This week’s readings cover what is strategy, why it is
important, and why it needs to differ from competitors’
strategies. The readings also cover the importance of vision,
mission, and objectives as it relates to strategy.
Crafting and Executing Strategy – The Quest for Competitive
Advantage. Concepts and Cases 23e.
Thompson/Peteraf/Gamble/Strickland. McGraw-Hill (2022).
· Chapter 1: "What is Strategy and Why is it Important"
· Chapter 2: "Charting a Company’s Direction"
In addition to your reading refer to the PowerPoint
presentations to clarify concepts discussed this week. PPT
Presentation: Chapters 1-2
2.5 hours
3.4 hours
Week 1 Videos
Videos:
How to Write a Mission Statement (3:29)

https://m.youtube.com/watch?v=1xs4I349cdc
How to Write a Vision Statement (3:47)
https://m.youtube.com/watch?v=7yBUBmciQBk
3:29 mins
3:47 mins
Week 1 Non- graded Discussions Prompt
1. Confirmation of Attendance
Please confirm that you have read and understood the syllabus
and agree to its terms. By responding to this post, you will
officially be checking into this course. To respond, please click
on the blue text to the left (Confirmation of Attendance) to open
it. You will see a button labeled Create Thread located at the
top left of
screen, type in your name and a sentence stating that
have read, understood, and agree to the terms outlined in the
course syllabus.
2. Introduction
Welcome to our class! In 250 words or less, please introduce
yourself to the class and include the following:
1. Something unique about yourself
2. What State do you live in?
3. Why are your pursuing this degree?

4. What do you find interesting about this subject matter?
To create a post, please click on the word "Introductions"
above, select "Create Thread", and type your name in the
subject. Then, add your introduction, and when ready to post,
scroll down and click the "Submit" button on the lower
right. Once you have posted your introduction, please welcome
two other students to the course by replying to their
introduction post.
Week 1 Graded Discussion Prompt(s)
Consider your company or one that you know well and evaluate
the words of their mission and vision statements. You must
include the company’s mission and vision statements in your
initial post. You are not evaluating the company.
Using the information in Table 2.2 from our text, critique the
adequacy and merits of their vision statement identifying
effective elements and shortcomings.
Using the below criteria and our text, evaluate the adequacy and
merits of the mission statement.
Mission Statement Criteria:
1. Identifies the company’s products and/or services.
2. Specifics the buyer needs that the company seeks to satisfy
and the customer groups or markets that it serves, and
3. Gives the company its own identity.
4. What recommended changes (identify at least one change for
each statement) would you make for each statement and why?
Your Response Postings: Responses to classmates must serve to
advance the conversation related to the discussion topic. For

3 hours
your response postings this week, comment about your
perception of how the recommended change to either the vision
or mission statements of your classmates initial posting brings
that statement closer to meeting our course criteria. Explain by
incorporating our text material.
NOTE: Make sure you choose a company that has not been
selected by one of your classmates.
Your initial response to the discussion question should be 250-
300 words. You must have at least one course (our text) and one
non-course scholarly/peer reviewed source in your initial
posting. Sources require in-text citations and must be
incorporated into the body of the post in addition to a full APA
citation at the end of the post.
Please respond to at least two peers on different days of the
week from each other and from your initial post, in
approximately 150-200 words. Incorporate a minimum of our
course text and at least one non-course scholarly/peer reviewed
source with each of your response postings. Sources require
in-text citations and must be incorporated into the body of the
post in addition to a full APA citation at the end of the post.
Submission Details:
· Post your response to the following questions in the discussion
forum by Thursday, Day 4 at 11:59 PM.
· Comment on at least two of your classmates' posts on two
separate days of the week from each other and
from your initial post by Sunday, Day 7 at 11:59 PM.

Week 1 Graded Assessment(s)
Wk 1 Quiz - 10 questions (true or false), (Chapters. 1-2) Wk 1
Written Assignment #1 - Apple’s Strategy. Refer to
Assurance of Learning Exercise #1 (Apple) in Chapter One.
Read
“Apple Inc: Exemplifying a Successful Strategy” in Illustration
Capsule 1.1.
Incorporate our course (Thompson text) work for the week and
develop your analysis by responding to the following questions:
· Does Apple’s strategy seem to set it apart from rivals?
· Does the strategy seem to be keyed to a cost-based advantage,
differentiating features, serving the unique needs of a niche, or
some combination of these? Explain why?
· What is there about Apple’s strategy that can lead to
sustainable competitive advantage?
Submission Details:
1 hours
2 hours
· Your analysis should be 500 words or less.
· Incorporate a minimum of at least our course text and one
non-course scholarly/peer reviewed source in your paper. All
written assignments must include a coverage page, introductory
and concluding paragraphs, reference page, and proper in-text
citations using APA guidelines. Must be double-spaced.
· Due by 11:59 pm ET on Day 7, Sunday.
Week 1 Estimated total weekly time on task
13 Hours
Week 2: External Environment (August 30th - September 5th)

Week 2 Overview
Welcome to Week Two. This week’s learning activities focus on
analyzing a company’s external environment. To do cutting-
edge strategic thinking about the external environment, leaders
and managers must know what questions to ask and tools to use
or apply.
Important learning activities include analyzing a company’s
macro-environment using the six components (political,
economic conditions, sociocultural forces, technological
factors, environmental factors, and legal and regulatory
factors), the Five Forces Framework, the value of strategic
group analysis, competitor analysis and the SOAR Framework,
key success factors, and the industry outlook for profitability.
Clear, insightful, and detailed diagnosis of a company’s
external situation is an essential first step in crafting strategies
that are
well matched to industry and competitive conditions.
Analyze a company’s external environment.
· Analyze the elements of an effective external environmental
analysis.
terminology.
etc).
This week’s reading focuses on the factors in a company’s
broad macro-environment that may have strategic significance.
The reading also covers analytical tools used to diagnose the
competitive conditions in a company’s industry, map market

positions of key groups of industry rivals, and the ability to
determine whether an industry outlook presents a company with
sufficiently attractive opportunities for growth and profitability.
· Chapter 3: "Evaluating a Company’s External Environment"
presentations to clarify concepts discussed this week.
PPT Presentation: Chapter 3
5.3 hours
Week 2 Videos
Videos:
PESTEL Analysis EXPLAINED | B2U | Business To You (9:48)
https://m.youtube.com/watch?v=bYn4CyL3r5w
Porter's 5 Forces EXPLAINED | B2U | Business To You (16:38)
https://m.youtube.com/watch?v=Dfp23xSqpdk
9:48 mins
16:38 mins

Week 2 Graded Discussion Prompts(s)
Consider a company you have worked for or one that you know
well. What are the strategically relevant factors for the industry
and your company within this macro-environment? What
strategic moves are rivals likely to make and why? What factors
are driving changes in this industry and why? Keeping in mind
the role that interpreting environmental factors will play in
analyzing a case, what do you see as the most important
external data you would want this organization to have in any
strategic planning process, and why? How does this discussion
board relate to our coursework this week? Be specific.
300 words. You must have at least our course text and one non-
course scholarly/peer reviewed source in your initial posting.
Sources require in-text citations and must be incorporated into
the body of the post in addition to a full APA citation at the end
of the post.
approximately 150-200 words. Within your response postings,
comment regarding a component of the macro-environment that
you also believe impacts the particular industry of your
classmate’s selected company posting. Incorporate a minimum
of one scholarly source with each of your response postings. It
3 hours

may be our text or an outside scholarly source to support your
initial post.
Submission Details:
· Comment on at least two of your classmates' posts on different
days of the week from each other and from
your initial post by Sunday, Day 7 at 11:59 PM.
Wk 2 Quiz - 10 questions (true or false), (Chapter 3).
Wk 2 Written Assignment #2 - PESTEL & Five Forces. Read
Chapter 3 and view the required videos on PESTEL Analysis
and the Five Forces Framework.
Select one of the cases from Part 2 of the Thompson (2022)
textbook to analyze the six components of the Macro-
Environment and the Five Forces Model.
For this assignment:
· Prepare a brief PESTEL Analysis for your selected case from
Part 2 of our Thompson (2022) text. You must address all six
elements.
· Prepare a brief Five Force Analysis as presented in our
Thompson (2022) text for your selected case. Address all five
forces.
NOTE this Requirement: The Standard & Poor NetAdvantage
Database provided in the NEC Online Library is a
requiredsource (and will be extremely helpful). The Standard &
Poor Database is located under the general Library database
listing. Once you have accessed the Standard & Poor site, the

tabs at the top allow you to click on companies or industries. If
you choose industries, it then provides a box and drop-down
menu showing the various industrial reports which are
available. Access the relevant report, and then review the
details in the report to support this assignment. The information
is incredible relevant and provides a detailed analysis of the
entire industry including a listing of the key companies in the
industry. See Course Content tab for a 2020 document noting
how to find this database.
Submission Details:
· Your analysis must be driven by facts, research, and data.
· Your analysis should be between 1000 and 1500 words.
· Incorporate at least our course text and one non-course
scholarly/peer reviewed source in your paper.
1 hours
2 hours
· Create Leve1, 2 and Level 3 APA headings for each portion of
the analysis.
· All written assignments must include a coverage page,
introductory and concluding paragraphs, reference page, double -
spaced and proper in-text citations using APA guidelines.
· Due by 11:59 pm ET on Day 7, Sunday
11 hours
Week 3: Resources, Capabilities, and Generic Strategies
(September 6th - September 12th)

Week 3 Overview
Welcome to Week Three. This week’s learning activities focus
on evaluating a company’s resources, capabilities, and
competitiveness, and generic strategies. During this week, we
will evaluate how well a company’s present strategy is working,
what are the company’s strengths and weaknesses in relation to
the market opportunities and threats, and what are the
company’s most important resources and capabilities.
We will also learn about the types of generic competitive
strategies. A company’s competitive strategy lays out the
specific efforts of the company to position itself in the
marketplace, satisfy customers, ward off competitive threats,
and achieve a particular kind of competitive advantage. The five
generic competitive strategies you will learn about this week
include: (1) Broad Low-Cost, (2) Focused Low-Cost, (3) Broad
Differentiation, (4) Focused Differentiation, and (5) Best-Cost.
Evaluate Generic Strategies, and a Company’s Resources,
Capabilities, & Competitiveness.
· Describe how resources and capabilities are critical to
competitive advantage.
· Examine the five generic strategies.
· Demonstrate an understanding of key strategic terminology.
etc).
This week’s readings focus on evaluating a company’s
resources, capabilities, and competitiveness which are
indicators as to how well a company’s strategy is working. The
readings also cover the five generic competitive strategies

which represent distinctly different methodologies for
competing in the marketplace.
· Chapter 4: "Evaluating a Company’s Resources,
Capabilities, and Competitiveness"
· Chapter 5: "The Five Generic Competitive Strategies”
Presentation: Chapters 4-5
Articles:
Smallwood, N. & Ulrich, D. (2004). Capitalizing on
Capabilities.
Harvard Business Review.
5.0 hours
4.2 hours
Week 3 Videos
Videos:
Five Competitive Strategies (2:50)
https://m.youtube.com/watch?v=xUW6_Nbe8d0
Resources and Capabilities (4:47)
https://m.youtube.com/watch?v=s0_37_yASao

2:50 mins
4:47 mins
Week 3 Graded Discussion Prompt(s)
Choose any company that you have admired as a consumer and
discuss what you believe to be their competitive strategy using
the features of the 5 generic strategies presented in your
Thompson (2022) text.
What one generic strategy is the company using and why?
Provide support for your choice of generic strategy from an
external scholarly/peer reviewed source and from our week’s
coursework (text).
Additionally, choose a rival company and describe what generic
strategy they are using.
What other strategy might the company you selected use to
improve their competitive sustainability? Explain why?
of the post.

3 hours
approximately 150-200 words. Within your response posts, use
one of the Value Drivers from Fig 5.3 in our text to note how
your peer’s company creates a differentiation advantage.
Incorporate a minimum of our course text and at least one
scholarly/peer reviewed source with your initial response
posting.
Submission Details:
· Comment on at least two of your classmates' posts on two
different days of the week from each other and
from your initial post by Sunday, Day 7 at 11:59 PM.
Wk 3 Quiz - 10 questions (true or false), (Chapters. 4-5) Wk 3
Written Assignment #3- Organizational Resources &
Capabilities. A company’s resources and capabilities are
integral
to achieving sustainable competitive advantage. Refer to your
Thompson (2022) readings and the required videos. For this
assignment, consider a company you worked for or one that you
know well.
Develop your analysis by responding to the following questions:
· What are the company’s most important resources and why?
· What are the company’s most important capabilities and why?
· How do the company’s most important resources and
capabilities create lasting competitive advantage?

· Relate your response to each of the above to our coursework
(Thompson text) from this week.
Submission Details:
· Your analysis should be 1000 words or less.
and concluding paragraphs, reference page, double-spaced and
proper in-text citations using APA guidelines.
1 hours
2 hours
15.5 hours
Week 4: Vertical and Horizontal Integration (September 13th -
September 19th)
Week 4 Overview
Welcome to Week Four. This week’s learning activities focus
on vertical and horizontal strategies. Vertical integration is a
competitive strategy by which a company attempts to take
complete control over one or more stages in the production or
distribution of a product or service.
For example, a company may choose to vertically integrate to
achieve full control over the supply of the raw materials to
manufacture its products. It may also employ vertical
integration to take over the reins of distribution of its products.
You will learn about the advantages and disadvantages of a

vertical integration strategy.
In contrast, horizontal integration is another competitive
strategy that companies use. Horizontal integration is the
acquisition of business activities that are at the same level of
the value chain in similar or different industries. In simpler
terms, horizontal integration is the acquisition of a related
business: for example, a fast-food restaurant chain merging with
a similar business in another country to gain a foothold in
foreign
markets.
Describe how to strengthen a company’s competitive position.
· Examine the pros and cons of extending a company’s
scope of operations via vertical integration.
· Describe the benefits of expanding horizontally through
mergers and acquisitions.
terminology.
etc).
This week’s reading focuses on how a company strengthens its
competitive advantage by examining strategic moves, timing,
and scope of operations. The reading places specific emphasis
on the pros and cons associated with vertical and horizontal
integrations.
· Chapter 6: "Strengthening a Company’s Competitive

Position"
Presentation: Chapter 6
4.2 hours
Week 4 Videos
Videos:
Business Growth Strategy - Horizontal and Vertical Integration
(5:22)
https://m.youtube.com/watch?v=uOO4ClVUrkw
Live Nation Entertainment CEO: The Experience Economy |
Mad Money | CNBC (8:19)
https://m.youtube.com/watch?v=el3BnX7t2uk
5:22 mins
8:19 mins

Provide an example of a vertical or horizontal integration
strategy that a firm applied based on the reading from our
Thompson text and the associated other material. How did the
integration aid the company in building competitive advantage?
Explain what the advantages and disadvantages of applying that
integration strategy are in the context of the company and given
our course work during the week.
300 words. You must have at least our course text and at least
one non-course scholarly/peer reviewed source in your initial
posting. Sources require in-text citations and must be
citation at the end of the post.
approximately 150-200 words. Within your response posts,
describe an additional Thompson (2020) text disadvantage that
applies to your classmate’s initial post and describe why.
Submission Details:
· Comment on at least two of your classmates' posts on
different days of the week from each other and from your initial
post by Sunday, Day 7 at 11:59 PM.
3 hours

Wk 4 Quiz - 10 questions (true or false), (Chapter 6.) Wk 4
Written Assignment #4 – Live Nation. Horizontal
Integration is a type of strategy pursued by a company in order
to strengthen its position in the industry.
Within your Thompson (2022) text, read the Chapter 6
Assurance of Learning Exercise #1 related to Live Nation
1 hours
2 hours
(https://www.livenationentertainment.com/) and respond to the
following questions:
· How has the company used horizontal mergers and
acquisitions to strengthen its competitive position?
· Are these moves primarily offensive or defensive? Please
explain.
· Has either Live Nation or Ticketmaster achieved any type of
advantage based on the timing of its strategic
moves?
· Relate your response to each of the above to our coursework
(Thompson text) from this week.
Submission Details:
· Your analysis should be between 1000 and 1500 words.
and concluding paragraphs, reference page, and proper in-text
citations using APA guidelines.

11 hours
Week 5: Strategies for Competing in International Markets
(September 20th - September 26th)
Week 5 Overview
Welcome to Week Five. This week’s learning activities focus on
the strategic options a company undertakes for expanding
beyond domestic boundaries and competing in the markets of a
few or many countries. Competing in international markets
allows a company to gain access to new customers, achieve
lower costs through economics of scale, learning, and increased
purchasing power, gain access to low-cost inputs of production,
further exploit its core competencies, and gain access to
resources and capabilities located outside the company’s
domestic market.
Specifically, we will examine the primary modes of entry into
international markets. The modes of entry include export,
licensing, franchising, foreign subsidiary, alliances, and joint
ventures.
Evaluate strategic options for competing across national borders
and entering international markets.
· Describe the reasons companies choose to compete in
international markets.
· Examine the primary modes of entry into foreign
markets.
terminology.

etc).
This week’s reading highlights strategies for competing in
international markets. The reading emphasizes the primary
reasons companies choose to compete in international markets
and a comparative examination of the five primary modes of
entry into foreign markets.
· Chapter 7: "Strategies for Competing in International Markets
5.3 hours
Week 5 Videos
Videos:

2-2 -- Why Do Companies Expand Internationally (13:53)
https://m.youtube.com/watch?v=k8o7-zd8j7k
Global Market Entry Strategies Explained (7:40)
https://m.youtube.com/watch?v=GSyYo4ph3hM
13:53 mins
7:40 mins
The mode of entry a company chooses to enter international
markets depends on a variety of factors including the nature of
the company’s strategic objectives. Select a well-known
company that competes in the international markets.
· What was the company’s mode of entry?
· What was the entry designed to achieve?
· Finally identify two advantages and two disadvantages to the
entry mode chosen by the company.
300 words. You must have at least our course Text and one non-
of the post.
3 hours

provide another advantage as noted in our Thompson text that
supports the international market move that your classmate
wrote about and describe why it is an advantage.
Submission Details:
days of the week from each other and from
your initial post by Sunday, Day 7 at 11:59 PM.
Wk 5 Quiz – 10 questions (true or false), (Chapters 7).
Wk 5 Written Assignment #5 – Walgreens. Modes of entry into
an international market are the channels which organizations
employ to gain entry to a new international market.
Within our Thompson (2022) text, read Chapter 7 Assurance of
Learning Exercise #2 related to Walgreens’ mode(s)
international market entry and respond to the following
questions:
· What was Walgreens’ entry strategy designed to
achieve?
· Why would this make sense for a company like Walgreens?
· Provide two recommendations on what Walgreens might do
differently going forward with their entry strategy? Make sure

you support your recommendations?
· Incorporate our coursework (Thompson text and other
material) from this week into your above responses.
Submission Details:
· Your analysis should be between 1000 and 1500 words .
and concluding paragraphs, reference page, double-spaced and
proper in-text citations using APA guidelines.
1 hours
2 hours
12 hours
Week 6: Diversification Strategies (September 27th - October
3rd)
Week 6 Overview
Welcome to Week Six. This week’s learning activities focus on
diversification strategies in particular, related and unrelated
diversification strategies. Our learning activities move up one
level in the strategy-making hierarchy, from strategy making in
a single business enterprise to strategy making in a diversified
enterprise. We begin with a description of the various paths
through which a company can become diversified and provides
an explanation of how a company can use diversification to
create or compound competitive advantage for its business
units. We also examine the techniques and procedures for
assessing the strategic attractiveness of a diversified company’s

business portfolio and surveys the strategic options open to
already-diversified companies.
Examine the driving forces behind business diversification.
· Evaluate related and unrelated diversification strategies.
etc).
This week’s reading focuses on diversification and the multi -
business company. The reading details when and how business
diversification can enhance shareholder value. The reading also
compares and contrasts related versus unrelated diversification
and describe the benefits and risk of each strategy.
· Chapter 8: "Corporate Strategy”

5.9 hours
Week 6 Videos
Videos:
Module 5- Diversification - related and unrelated.mov (7:30)
https://m.youtube.com/watch?v=t0sEZVRDQgg
7:30 mins
Select a company of your choosing. Assume that the company
has the opportunity to diversify into other products or
businesses of your choosing, would you opt to pursue related
diversification, unrelated diversification, or a combination of
3 hours
both? Explain why? Identify one pro and one con associated
with your choice(s) of diversification.
of the post.

approximately 150-200 words. Within your response posts
explain another advantage of diversification for your
classmate’s company as noted in our Thompson text and why
you believe it to be an advantage.
Submission Details:
days of the week from each other and from your initial post by
Sunday, Day 7 at 11:59 PM.
Wk 6 Written Assignment #6 – Related Diversification. Related
Diversification is the most popular distinction between the
different types of diversification and is made with regard to
how close the field of diversification is to the field of the
existing business activities. Related Diversification occurs when
a company adds to or expands its existing line of production or
markets.
For this assignment, consider your own company or one that
you know well. Assume your company opted to pursue a
strategy of related diversification and respond to the following
questions.
· What industries or product categories could it diversify into
that would allow it to achieve economies of scale?
· Identify at least two or three such industries or product
categories?
· Describe the specific kinds of cost savings that might accrue
from entry into each?
· Incorporate our coursework (Thompson text and other

material) from this week into your above responses.
1 hours
2 hours
Submission Details:
· Your analysis should be between 1000 -1500 words.
non-course scholarly/peer reviewed source in your paper.
introductory and concluding paragraphs, reference page, be
double-spaced, and proper in-text citations using APA
guidelines.
12 Hours
Week 7: Ethics, CSR, & Environmental Sustainability
(October 4th - October 10th)
Estimated Time
on Task
Week 7 Overview
Welcome to Week Seven of the course. During Week Seven, we
concentration on whether a company, in the course of trying to
craft and execute a strategy that delivers to both customers and
shareholders, also has a duty to (1) act in an ethical manner; (2)
be a committed corporate citizen and allocate some of its
resources to improving the well-being of employees, the
communities in which it operates, and society as a whole; and
(3) adopt business practices that conserve natural resources,
protect the interests of future generations, and preserve the
well-being of the planet.

Analyze ethics, corporate social responsibility, environmental
sustainability, and strategy.
· Evaluate company’s ethical practices.
· Examine a company’s environmental sustainability
strategy.
etc).
This week’s reading focuses on ethics, corporate social
responsibility, environmental sustainability, and strategy. All
are important for being a upright and respectful corporate
citizen – company’s responsibility toward society.
· Chapter 9: "Ethics, Corporate Social Responsibility,
Environmental Stability, and Strategy

4.2 Hours
Week 7 Videos
Videos:
What is Corporate Social Responsibility? (2:30)
https://m.youtube.com/watch?v=MiIv5u59qPs
Environmental Sustainability and Decent Work (1:58)
https://m.youtube.com/watch?v=ZWVqmm7jvRo
Insight into Dell’s Sustainability Initiatives (9:17)
https://m.youtube.com/watch?v=_aVYZMnKem4
2:30 mins
1:58 mins
9:17 mins
Research a recent ethics scandal using the NEC Danforth
Library resources. Using our Thompson text and other course
material around ethical considerations, discuss the following:
1. Company background.
2. Conditions that gave rise to the unethical business strategies
and behavior.

3. Overview of the costs to the company resulting from the
company’s business ethics failure.
4. Two ethical principal recommendations to put into practice.
of the post.
bring into the discussion another perspective from our
Thompson text that relates to your classmate’s initial post
comments and explain why.
Submission Details:
· Comment on at least two of your classmates' posts on
3 Hours
Week 7Graded Assessment(s)

Wk 7 Written Assignment #7 – Dell’s Environmental
Sustainability. Environmental sustainability is defined as
responsible interaction with the environment to avoid depletion
or degradation of natural resources and allow for long-term
environmental quality. The practice of environmental
sustainability helps to ensure that the needs of today's
population are met without jeopardizing the ability of future
generations to meet their needs.
Within our Thompson text, read Chapter 9 Assurance of
Learning Exercise #1 related to Dell.
Now, click on the website linkprovided in the learning exercise
description from our Thompson text, which will provide you
with information to respond to the following:
· Prepare a list of 5 specific policies or programs that help Dell
achieve its vision of driving social and environmental change
while still remaining innovative and profitable.
· Describe how Dell’s environmental sustainability strategies
provide valuable social benefits?
· Finally, explain how Dell’s strategies fulfill customer needs in
a superior fashion while simultaneously sustaining competitive
advantage?
Submission Details:
· Your analysis should be between 1000 to 1500 words.
non-course scholarly/peer reviewed source in your paper.
introductory and concluding paragraphs, reference page, be
double-spaced, and proper in-text citations using APA
guidelines.
1 Hours

2 Hours
11 Hours
Mid Term Break October 11th - October 17th
Week 8: People, Capabilities, & Structure (October 18th -
October 24th)
Week 8 Overview
Welcome to Week Eight. During Week Eight, we explore what
managers and leaders must do to execute good strategy which
encompasses people, capabilities, and structure. We examine
the process of executing an organizational strategy with an
emphasis on the conversion of a strategy into actions and good
results for organizations. We also explore how executing
strategy is an operations-driven activity that revolves around
the management of people and business processes. It denotes
that successfully executing a strategy depends on doing a good
job of working with and through others, building and
strengthening competitive capabilities, motivating and
rewarding people in a strategy-supportive manner, and instilling
a discipline of getting things done.
You will also start your Simulation program. Be certain you
have registered for the program via the e-mail sent to your NEC
account.
Describe effective strategy execution with people, capabiliti es,
and structure.
· Examine centralized versus decentralized decision making.
· Evaluate why hiring, training, and retaining the right people
constitute a key component of effective strategy execution.

terminology.
etc).
This week’s reading focus on how to build an organization
capable of good strategy execution with an emphasis on people,
capabilities, and structure.
· Chapter 10: "Building an Organization Capable of Good
Strategy Execution.”
Interactive Simulation: Read the student manual and watch the
video. Complete the two Practice periods with the system.
4.5 Hours

2 hours
Week 8 Videos
Videos:
Centralization vs Decentralization (6:14)
https://m.youtube.com/watch?v=jviFsd4hhfE
History of Facebook (2:00)
https://m.youtube.com/watch?v=U3RvX42zeis
6:14 mins
2:00 mins
How would you describe the structural organization of your
company’s top-management team? Is some decision making
decentralized and delegated to individual managers? If so,
explain how the decentralization works. Or are decisions made
more by consensus, with all co-managers having input? What do
you see as the advantages and disadvantages of the decision-
making approach your company is employing? Be certain to
incorporate our coursework (Thompson text and other material)
from this week into your initial posting.

of the post.
Please respond to at least two peers on two different days of the
approximately 150-200 words. Within your response posts and
utilizing material from our Thompson text, describe another
potential disadvantage to the decision-making model described
by your classmate in their initial posting and state why it is a
disadvantage.
Submission Details:
3 Hours
Wk 8 Quiz: 10 questions (true or false), (Chapter 10). Wk 8
Written Assignment #8 – Facebook’s Career Page.
Facebook, Inc. is an American online social media and social
networking service company based in Menlo Park, California. It
was founded by Mark Zuckerberg along with other fellow
Harvard College students. As of the end of 2018, the number of
Facebook employees reached 35,587 full-time staff. It is
considered one of the Big Four technology companies along
with Amazon, Apple, and Google.
From our Thompson text, read Chapter 10 Assurance of
Learning Exercise #3 related to Facebook’s Career page and

click on the website linkto provide you with information to use
in your response to the following:
1 Hours
2 Hours
· How do Facebook’s internal management training programs
integrate the traits and stated goals on the Careers page into
specific and tangible construction of employee capabilities?
How does this apply to our reading of the week?
· How does the internal training Boot Camp program
prepare Facebook employees of all types to “move fast and
break things”? How does this apply to our readings of the week?
· What does this case have to do with overall organizational
Strategy?
Submission Details:
· Your analysis should be between 1000 and 1500 words .
and concluding paragraphs, reference page, be double-spaced,
and proper in-text citations using APA guidelines.
Wk 8 Simulation Quiz

1 hour
12.5 Hours
Week 9: Managing Internal Operations – IT & Resource
Allocation (October 25th - October 31st)
Week 9 Overview
Welcome to Week Nine. Our focus this week is managing
internal operations through actions that promote good strategy
execution. We take a look at the five additional managerial
actions that facilitate the success of a company’s strategy
execution efforts. These include (1) allocating ample resources
to execution-critical value chain activities, (2) instituting
policies and procedures that facilitate good strategy execution,
(3) employing process management tools to drive continuous
improvement in how value chain activities are performed, (4)
installing information and operating systems that enable
company personnel to carry out their strategic roles
proficiently, and (5) using rewards and incentives to promote
better strategy execution and the achievement of strategic and
financial targets.

We will begin our actual simulation this week with periods 1 &
2.
Develop management actions that promote effective strategy
execution.
· Evaluate the roles resource allocation play in promoting
good strategy execution.
· Describe the roles information systems play in
promoting good strategy execution.
etc).
This week’s reading focuses on why resource allocation should
always be based on strategic priorities and the role of
information systems and operating systems play in enabling
company personnel to carry out their strategic roles
proficiently.
· Chapter 11: “Managing Internal Operations”

3.4 Hours
Week 9 Videos
Videos:
Allocating Resources (2.43).
https://www.youtube.com/watch?v=JVnSY4hT3i8
2:43 mins
Company strategies cannot be executed well without a number
of support systems to carry on business operations.
Using the NEC Danforth Library resources, search for recent
(five years) article that discusses how a company has used real -
time information systems to aid the cause of effective strategy
execution. Explain their use of the information and how it
relates to our coursework from this week. Based on our readings
(Thompson text and other material) from this week, what one
enhancement or addition would you recommend the company
make and why?

of the post.
comment about how one incentive or motivational practice as
noted in our Thompson text might help your classmate’s
3 Hours
company succeed even more with their strategy execution
efforts and explain why?
Submission Details:
Wk 9 Written Assignment #9: Allocating Resources. A
company’s strategic priorities must drive how capital
allocations are made and the size of each unit’s operating
budget.
Using the NECDanforth’s library resourcessearch for recent
(most recent five years) article that discusses how a company

has revised its pattern of resource allocation and divisional
budgets to support new strategic initiatives. How do the
revisions fit within the context of the material we have covered
in our coursework (Thompson text and other material) from this
week?
Submission Details:
· Your analysis should be between 1000 to 1500 words.
and concluding paragraphs, reference page, be double-spaced
and proper in-text citations using APA guidelines.
Wk 9: StratSimManagement - Decisions 1 and 2.
2 Hours

1 hours
9 Hours
Week 10: Strategic Management Simulation (November 1st -
November 7th)
Week 10 Overview
Welcome to Week Ten. This week’s learning activities will
focus on the Strategy Management Simulation. For this week,
meet with your team to complete Decisions 3 and 4. Finally,
each student will independently prepare a brief summary for the
week's simulation efforts.
Apply strategic business decisions using Interactive Strategy
Management Simulation.
· Apply strategic business decisions through strategic
simulation for the auto industry.
Week 10 Reading/Power Points (from text, articles,
websites, etc).
· Interactive Simulation

Wk 10: Individual Submission Report #1. Each student,
independently of the team will prepare a brief summary for the
week’s simulation efforts. This report will include the following
information:
1. What was your one corporate generic strategy as reviewed
from our text for the week? Break this down by your target
market and your competitive advantage. Why? Did your overall
strategy change since week 1? Why?
2. What was your strategic action plan going into the rounds
detailed in Blackboard including the reasons for the moves and
how it relates to your overall strategy? What are your objective
and measurable goals for the moves? Did you have to make
operationally reactive moves not related to your strategy? Why?
3. What was the objective, fact-based results compared to your
intended moves and the reasons of these moves generally? How
did your moves advance your one Generic Strategy? Be specific.
Did you get the objective results you expected? Why/why not?
Share any objective measures from the simulation program that
are pertinent to the strategic implementation results and note
any purely operational moves. How did your competition and
the external environment impact your moves? What is your
analysis of this data results compared to your intended results?
4. What do you think the next set of objective and measurable
moves you will have to consider, and what will you suggest to
your partners regarding next week’s moves?
5. What have you learned and how does this relate to other
lessons in this course and to your career?
6. Provide a log regarding the specific dates and times that
you accessed the simulation system including specifically
1.5 Hours 2 Hours

when and how you and your teammate reviewed and discussed
the simulation system data and decided on your moves to make.
A sample is provided in week 1.
Your report this week should cover periods 1 thru 4 inclusively
with fact-based objective data that you analyze from all 4
periods.
Your grade for each of the simulation report papers will be
based on your analysis and critical thinking around the selection
and implementation of the corporate strategy for your company.
Your analysis must be increasingly more thorough with each
paper as you become more familiar with the simulation program
and with the concepts from our course. The grade will also
include a portion based on your team’s current position and
your team’s work together. Review the required components in
the grading rubric for the simulation paper.
Submission Details:
Your assignment will be between 1000 and 1500 words and
follow APA Guidelines. Include a cover page and at least your
course text as a reference. The Simulation Report is due by Day
7 at 11:59 PM ET on Sunday.
3.5 Hours
Week 11: Strategic Management Execution (November 8th -
November 14th)
Week 11 Overview
Welcome to Week Eleven. This week’s learning activities will

Week 11 Reading/PowerP oints (from text,
This week’s reading focuses on the Strategy Management
Simulation.
articles, websites, etc).
Wk 11: Individual Submission Report #2. Each student,
independently of the team will prepare a brief summary for the
week’s simulation efforts. This report will include the following
information:

6. Provide a log regarding the specific dates and times that you
accessed the simulation system including specifically when and
how you and your teammate reviewed and discussed the
simulation system data and decided on your moves to make. A
sample is provided in week 1.
Your report this week should cover periods 5 and 6 inclusively
with fact-based objective data that you analyze from both
periods. DO NOT copy from your first
1.5 Hours
2.0 Hours
paper. Each paper must be written in your own words with

proper APA referencing.
Your analysis must be increasingl y more thorough with each
Submission Details:
7 at 11:59 PM ET on Sundays.
3.5 Hours
Week 12: Strategic Management Execution (November 15th -
November 21st)
Week 12 Overview
Welcome to Week Twelve. This week’s learning activities w ill
Use your extra time this week to also work on your final paper.

Week 12 Reading/PowerP oints (from text,
articles, websites, etc).
This week’s reading focuses on the Strategy Management
Simulation.
1.5 Hours
1.5 Hours
Week 13: Strategic Management Simulation
(November 22nd - November 28th)
Estimated Time
on Task
Week 13 Overview
Welcome to Week Thirteen. This week’s learning activities will

Week 13 Reading/Power Points (from text, articles,
websites, etc).
This week’s reading focuses on the strategy management
simulation.
Wk 13: StratSimManagement - Decisions 9 and 10. Wk 13:
Final Individual Submission Report #3
Each student, independently of the team will prepare a brief
summary for the week’s simulation efforts. This report will
include the following information:
market and your competitive advantage. Why? Did your overal l
Share any
objective measures from the simulation program that

1.5 Hours 2 Hours
Your report this week should cover periods 7 thru 10
inclusively with fact-based objective data that you analyze from
all four periods. DO NOT copy from your first
paper. Each paper must be written in your own words with
proper APA referencing.

Submission Details:
3.5 Hours
Week 14 Culture and Leadership (November 29th - December
5th)
Week 14 Overview
Welcome to Week Fourteen.
A phrase originated by Peter Drucker goes as follows; “Culture
eats strategy for breakfast.” This week’s learning activities
focus on corporate culture. Corporate culture is the character of
a company’s internal work climate – the shared values,
ingrained attitudes, core beliefs, and company traditions that
determine norms of behavior, accepted work practices, and
styles of operating. We will also turn our focus toward the
Strategy Management Simulation.
Evaluate the key features and takeaways from effective
Learning Objectives:
· Describe the nature and condition of organizational culture on
change and organizational strategy.
Apply strategic business decisions through strategic simulation
for the auto industry.
etc).

This week’s reading focuses on identifying the key features of a
company’s culture and the role of company core values and
ethical standards in building corporate culture. The reading also
focuses on how and why a company’s culture can aid the drive
for proficient strategy execution.
· Chapter 12: Corporate Culture and Leadership
3.4 Hours
Week 14 Videos
Videos:
Culture and Strategy (7:20).
https://www.bing.com/videos/search?q=Culture+and+Strategy&
&view=detail&mid=F2B5EF4A7B710BD2F0B7F2B5EF4A7B71
0BD2F0B7&&FORM=VRDGAR
7.2 Mins
Week 14
Using the concepts in Chapter 12 of our textbook, describe the
3 Hours
Graded
corporate culture within your organization, or one that you

know
Discussion
well. What effects do the nature and condition of your
Prompts(s)
organizational culture have on your organization’s strategy?
What
would you like to see happen that would improve its
contribution to the organization’s competitive advantage, and
what mechanisms or measures would you recommend to your
organization’s leadership for promoting such changes? Again,
relate your analysis and recommendation to our coursework
(Thompson text and other material) from this week.
300 words. You must have at least our course text) and one non-
of the post.
Please respond to at least two peers on two different days of the
relate your classmate’s initial post critical analysis of the
organization’s culture to one of the key features of culture
noted in our Thompson text.

Submission Details:
· Comment on at least two of your classmates’ posts on
different days of the week from each other and from your
initial post by Sunday, Day 7 at 11:59 PM.
6.5 Hours
Week 15: Strategic Execution (December 6th- December 12th)
Week 15 Overview
Welcome to week fifteen of our course studies. This week, we
will examine the remaining managerial task that shape the
outcome of efforts to execute a company’s strategy: creating a
strategy – exerting the internal leadership needed to drive the
implementation of strategic initiatives forward and achieve
higher plateaus of operating excellence. Top executives have to
be out front personally leading the implementation/execution
process and driving the pace of progress for an enterprise to
execute its strategy in a truly proficient fashion.
Evaluate the key features and takeaways from effective
· Describe what constitutes effective leadership in achieving
superior strategy execution.
Week 15 Reading/PowerP oints (from text, articles, websites,
etc).
This week’s reading focuses on what constitutes effective
managerial leadership in achieving superior strategy execution.

John Kotter. 8 Step Process For Leading Change. 2018.
https://www.kotterinc.com/8-steps-process-for-leading-change/
4.8 Hours
Week 15 Videos
Videos:
Strategic Management in Execution. (3.44)
https://www.bing.com/videos/search?q=strategic+execution+in+
management&&view=detail&mid=CC3F8B08F930A6462BCD
CC3F8B08F930A6462BCD&&FORM=VRDGAR
3:44 mins
Please reflect on the simulation process of this course. How was
that experience generally, what did you learn from it, what
might we change and why? How do the concepts of effective
leadership & change management apply? Also, was the team
experience helpful in this process and if you could change
something, what would it be.
300 words. No references required.
approximately 150-200 words.
Submission Details:

· Comment on at least two of your classmates’ posts on
3 Hours
8 Hours
Graded Assessments Details:
Discussion Board(100 points each / 25% of Final Grade for
100%)
Students will participate in a Discussion Board forum each
week, responding to questions posted by the instructor. Students
will also reply each week to at least two other students. Your
initial response to the discussion question should be 250-300
words. If sources are used or required, in-text citations must be
citation at the end of the post. Please respond to at least two
peers, in approximately 150-200 words.
· The initial post is due by Day 3 at 11:59 PM and all replies
are due Day 7 by 11:59 PM.
· At least two replies to other students on two different days of
the week from each other and from your initial post are due by
11:59 PM on Day 7.
· Posts must be submitted on time according to the instructions
above to receive full credit.
· Responding to at least two other students on two different
days of the week from each other and from your initial post, per
forum, is a requirement.
· Responses to other students should be substantive. Points will
not be earned for responses to classmates that simply state, “I
agree” or “Good point.” Responses to classmates must serve to

advance the conversation. Students may agree or disagree, but
all postings must be courteous and respectful following the NEC
Netiquette Guidelines.
· Initial discussion posts are to be supported by at least one
scholarly reference and that reference must be cited within the
initial post.
· While references are not required for responses on the
discussion board; if a response includes any information from a
source, it must be referenced and cited within the post.
· Recommended:
· Do not type lengthy posts to the Discussion Board without
saving text; work can be lost if the Internet connection drops or
times out.
· Write posts off-line in a word processing software first so that
it can be saved and then copy and paste into Blackboard. The
copy and paste may change the formatting.
· If students prefer to write posts directly on the Discussion
Board make sure to click “Save Draft”
often, return to the post and Edit the text to add more content.
Simulation:
StratSimManagement, is an integrated strategy simulation where
you will be assigned to a team
and compete directly against each other in the fast-paced
automobile industry. The simulation will integrate all functional
areas of managing a business. This cross-functional strategy
simulation brings together: strategic management, product
development, operations, marketing, human resources, finance,
organization, and international opportunities.
Students will receive a welcome email from Interpretive
Solution

s that will contain a unique user ID and password for each
student, as well as instructions on how to log in, register, and
pay for access to their resources and simulation.
Once students begin the simulation, they will be put in teams of
2 or 3 to complete each of ten (10) simulated moves
(approximately 2 per week) over a 5-week period. There will be
a brief quiz during week 8 to measure students understanding of
the simulation tool and situation. In addition, there will be three
(3) brief simulation reports that each student will complete
independently.
Simulation Schedule:
Week 8
Simulation practice rounds This allows students to experiment
with the tool before committing decisions
during week 2
Simulation Case Quiz (5% of grade)
This tests student understanding of the case
Week 9
Round 1
Round 2
Week 10

Round 3
Round 4
Simulation Report (Rounds 1 thru 4, inclusive)
Week 11
Round 5
Round 6
Simulation Report (Rounds 5 and 6)
Week 12
Round 7
Round 8
Week 13
Round 9
Round 10
Simulation Report (Rounds 7 thru 10, inclusive)
Written Assignments (25% of grade):
All written assignments should include a cover page, an
introductory and concluding paragraph, and reference page
using APA guidelines. Written assignments are due by 11:59
p.m. on Day 7 of the week assigned. See the specific written
assignment instructions for the length. The length of the
assignment does not include the cover page and reference pages.
Quizzes (20% of grade)
You will take a one-hour quiz during Weeks 1 through 8. The

quizzes are 10 questions (true or false), each one hour in length
covering the textbook readings. Weekly quizzes are due Day 7
by 11:59 ET on Sundays.
Individual Simulation Reports: Weeks 10, 11, and 13 (30% of
grade)
Each student, independently of the team will prepare a brief
summary for the week’s simulation efforts. This report will
include the following information:

moves you will have to consider, and what
will you suggest to your partners regarding next week’s moves?

Email and Technical Help NEC College Email
· Institutional communication, including communication with an
instructor, student services, administration,
etc. MUST be conducted through the student’s @nec.edu email
account. Students must check their NEC email regularly. The
college assumes no responsibility for messages not received
because of failure to check @nec.edu email. NEC email cannot
be forwarded to another email account.
· Students can access NEC email by visiting www.nec.eduand
clicking on the hyperlink in the top right corner
labeled “Students, Faculty, & Staff”. Then, click the red button
for Office 365 Email.
· Students can also access the direct link to NEC
email.Technical Help
· MyNEC: Please contact the Registrar’s Office at
[email protected]
· NEC email: Email [email protected]or call 603-428-2350.
Blackboard Access and Login
· This course uses Blackboard, an online learning management
system.
· There are two ways to access Blackboard:
1. Go to www.nec.edu. Click on the “Students, Faculty, &
Staff” link in the upper right corner. Click on the

red button for “Blackboard”.
2. Direct link: http://blackboard.nec.edu/
Blackboard Technical Support
· Blackboard help and video tutorials
· Students can email: [email protected]
· Faculty can email: Faculty Help Form
Graduate and Online Academic Support Center (GOASC)
Students are provided with a wide range of academic support
services that focus on each student individually and provide
helpful support. The goal is to help students become successful
in their education at New England College. Students are
encouraged to reach out to GOASC if they have questions
pertaining to their enrollment, courses, who to contact for
specific academic requests, or any other questions you may
have.
Email: [email protected]
Smarthinking
24/7 Online tutoring and career services available within your
Blackboard course.
International Advising
This office assists international students with maintaining
international status including, I-20, SEVIS, RFE and
international student internships (CPT).
Email: [email protected]
Career & Life Planning

This office assists students with getting started on their
internships and/or career guidance. Email: [email protected]
H. Raymond Danforth Library Services – accessing the Library
Web Page
· Open a new browser window, and be sure cookies are enabled
on your computer.
· To access the Library’s catalog and databases, go to
www.nec.edu/library; there is also a link to the Library’s
website on the Students, Faculty & Staff page at www.nec.edu.
· Search through all of the library’s resources (books, articles,
videos and more) using Danforth Library Discovery Search,
which can be found on the library’s homepage.
· To find books, click on the Find Books tab at the top of the
page. On the Find Books page, you will find a link to the
Library’s online catalog, which allows users to search for both
print and e-books, as well as other available materials.
· To find databases, click on the Find Articles tab. This page
provides a link to an alphabetical listing of our journal
databases, as well as a drop down menu of databases by subject
listing. Using one of these options, find the database you wish
to use and click on the link to access it.
· The Library’s Research Tools page provides additional help
for students in the form of citation and course guides, as well as
information on topics like Academic Integrity and Plagiarism.
· Books and articles that are not immediately accessible through

Danforth Library can be requested via Interlibrary Loan. To
access these forms, click on the Interlibrary Loan tab at the top
of the Library’s website.
· To log into the databases from off-campus, you will be
prompted to enter your NEC ID number (e.g. GR123456).
Remember to enter in both letters and numbers. If you do not
know this number, please contact the Library.
The Distance Services Librarian, Mark Rowland, is available to
assist students in person on weekdays between 8:00 AM - 4:00
PM and on Thursdays from 2:00-10 PM. His office is in the
library and he can be reached by phone: (603) 428-2352 or by
email: [email protected] Reference librarians are also available
to help students in person, by phone at 603-428-2344 or by
email: [email protected]
New England College is a member of both the
GMILCS/NHCUC consortiums which allow NEC students to
check out books from several public and academic libraries
across the state. To see more information about this program, or
to see if your library participates, please visit
http://www.nhcuc.org/our-campuses/or
http://findit.gmilcs.org/polaris/
This syllabus constitutes the agreement between the instructor

and student.
Any modifications to this syllabus will be identified during the
course.
© Copyright 2019 by New England College, 98 Bridge Street,
Henniker, NH 03242. This course syllabus is published for the
sole use of students at New England College. Any other use is
prohibited.
cover design by Adam Renvoize
Positive
Psychology
Positive Psychology Kate Hefferon & Ilona Boniwell
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theoRy, ReseARch AND APPlicAtioNs
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Discover the latest research fi ndings and thinking on the topics
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Course InformationCourse Number and TitleMG6615 Operatio

Course InformationCourse Number and TitleMG6615 Operatio

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