Wednesdaysfrom11AMto1:45PM

Dates:August25toDecember6

INTERNATIONALBUSINESS–ECON480H–FALL2016

Mondays(Hybrid)7:00–10:00PM–RoomTBAThishybridclassmeetson:9/12,9/26,10/10,10/24,11/7,11/14,*11/21,12/5&12/12.

3CreditHours

COURSESYLLABUSINSTRUCTORINFORMATION

Instructor:Dr.SteveA.VarelaPhone:(219)473-4355(office)/(312)848-7500(cell:veryurgentissues)Office:FifthFloor,Room523OfficeHours:Monday’s9:00–10:15,Wednesday’s15:30–17:00,Tuesday’s9:30-12:00orbyapt.E-mail:svarela@ccsj.edu36hourmaxresponsetime,likelysooner(excludingweekends)

COURSEINFORMATIONConductingbusinessinternationallyinvolvesauniquesetofchallenges.Diversecultures,laws,languages,andcurrenciesaddtothecomplexityofputtingtogetherandmanaginginternationalbusinessventures.Thiscoursewillhelpyouprepareforthesetypesofactivitiesbyexaminingtheinternationalbusinessenvironment(e.g.economic,political,legal,operational,andculturalaspects)andrelatedinstitutionsthatimpactaglobalfirm(e.g.theUnitedNations,theWTO,andvariousregionaltradingblocs).Studentsinthiscoursewillunderstandthegravityofdifferencesinimplementinginternationalbusinessrelativetodomesticbusinessandappreciatethediversityofmethodsinwhichtoovercomeobstaclesandachievesuccess.Theywillhaveacquiredtheknowledgenecessarytofindsourcesofproblem-solvinginformationforparticularinternationalmarketsinkeybusinessdisciplinesandhavelearnedhowtoanalyzethecompetitivestrategyoffirmsoperatingininternationalmarkets.

BusinessCalumet College of Saint Joseph CCSJ

ABOUTYOURPROFESSORSteveA.Varela,Ph.D.,MBA,MSc.isanativeofChicago,IllinoisandspeaksEnglish,Portuguese,andbasicSpanish.Hehasconductedbusinessinmorethan25countriesandhasspentmorethanhalfofhisadultlifeasanexpatriate.Hehaslivedandworkedonfourcontinentsincludingthecountriesof:Chile,China,Brazil,Nigeria,TaiwanandtheUS,operatingasaseniorbusinessdevelopmentexecutiveoracademicwithinthetechnology,telecommunications,andinternationaleducationsectors.See:http://www.linkedin.com/in/svarelaMyteachingvaluesarebuiltonthreetenets:servicetothestudent,aglobalperspective,andtheconnectionbetweentheoryandpractice.Creatingalearningenvironmentforstudentstocultivate,critique,orenhanceanideaiswhatbenefitsthecohortandourgreatersocietyasawhole.Mylearningphilosophyistiedtothenotionthatscoringhighonacademictestsdoesnottranslateintohighperformance.Tome,itisamatterofhowwelearnasmuchasitiswhatwelearn.Studentsinthiscoursewillberequiredtothinkliketheleader/shareholder,todutifullyconsidertherisksandrewards,andtoevaluatehowthesedecisionspositionthefirmanditsstakeholdersforfuturemarketparticipation.Thisinvolvesmuchmorethanproducingquickanswersorevencompletingasemester-longproject.Itinvolvesexercisingandstrengtheningyourcuriosity,incisivenessofthought,andtoleranceforambiguity.Itwillalsotestyourcapabilitytofindclarityinasocietydrowningininformationoverload.Ifeelmyroleisaguidetotheworldofbusiness,toillustratetheconnectionbetweentheoryandpractice,andtodemonstratethevalueoftheoryanditsefficacyrelativetothevariedsituationsthatstudentswillencounterthroughouttheircareers.LEARNINGOUTCOMES/COMPETENCIESBytheendofthiscourse,successfulstudentswillbeableto:

LO1 Evaluate the cultural, political, economic and legal environments that affect the internationaloperationsofcompanies;LO2Explainvariousinternationaltradetheoriesandhowtheyareinfluencedbygovernments;LO3Identifyregionaltradingblocs(e.g.NAFTAandtheEuropeanUnion)andtheireffectsoninternationaltrade;LO4Understandexchangerisk,ratesandinternationalinstitutionalandmonetarysystems;LO5UseanExcelspreadsheettodeterminetheimpactofchangesinexchangerates;LO6Explainglobalstrategyandmarket-entrystrategies;LO7 Use the Internet to conduct preliminary market entry research on various countries influencinginternationalstrategyandmarketentrydecision-making;LO8Writeananalysisofthepolitical, legal,culturalandeconomicfactors influencinginternationalmarketentrydecisionmaking.

COURSEPREREQUISITES

ThiscourserequiresstudentstohavesuccessfullycompletedECON210and211,MATH160(orequivalent),orobtaintheconsentoftheProgramDirector.Cross-listed:SSC480.Formoreinformationaboutprerequisitesgoto:http://www.ccsj.edu/academics/resources/catalogs.html.

REQUIREDBOOKSANDMATERIALS,ANDOPTIONALREADINGMATERIAL

InternationalBusiness:CompetingintheGlobalMarketplace10thEdition,withLearnSmartAdaptivetextandConnectPlusmultimediaexercises.2014.byCharlesW.HillMcGrawHillPublishing,ISBN:9780077638108Thecostforthispackageisabout$125andisincludedinyourcoursefee.Thereisnoout-of-pocketcosttothestudentandifdesired,youwillreceiveaccesstothesematerialsaboutoneweekpriortothestartoftheclass. (NOTE: Print books without LearnSmart/Connect Plus are not acceptable.)

AdditionalRequiredReading:JournalArticles

1.WhatisStrategy?ByMichael E. PorterHarvardBusinessReview,January1996Michael E. Porter is the Bishop Lawrence University Professor at Harvard University. He is based at Harvard Business School. Thecostforyourowncopyofthearticleisabout$8,butcanbeobtainedfromthelibraryfreeofcharge.2.DistanceStillMatters:TheHardRealityofGlobalExpansionbyPankajGhemawat,HarvardBusinessReview,September2001Pankaj Ghemawat is Global Professor of Management and Strategy and Director of the Center for the Globalization of Education and Management at the New York University Stern School of Business and the Anselmo Rubiralta Professor of Global Strategy at IESE Business School in Spain. Thisarticlecanbeobtainedfromthelibraryfreeofcharge.

AdditionalSupplementalReading:JournalArticles(PostedonBlackBoardoravailableonline)

1. TheFiveCompetitiveForcesthatShapeStrategybyMichaelE.PorterMichael E. PorterHarvardBusinessReview,January2008Michael E. Porter is the Bishop Lawrence University Professor at Harvard University. He is based at Harvard Business School. Thecostforyourowncopyofthearticleisabout$9,butcanbeobtainedfromthelibraryfreeofcharge.

2. LaudatoSi:OnCareforourCommonHome

PopeFrancisTheVatican,April2015ThisisthelatestencyclicalletterbytheleaderoftheCatholicChurchaddressed to all of humanity on environmental issues, our place in creation, and responsibility towards our common home authoredbyPope Francis himself.ThisletterisavailablefreefromtheVaticanFilesinrichtextformat(http://w2.vatican.va/content/dam/francesco/pdf/encyclicals/documents/papa-francesco_20150524_enciclica-laudato-si_en.pdf)oravailableonAppleiTunesforabout$5(September,2015).

LEARNINGANDTEACHINGMETHODOLOGY–LEVELEDLEARNINGSTRATEGYThiscourseincorporatesthreemaincontentmoduleswithdistinctlearningfeaturesdesignedtomaximizeeachstudent’slearningoutcomes.Theinitialmodule,GlobalInstitutions,focusesonstudentrecall(recognitionandrecallofconcepts)andunderstanding(interpretation,summarizing,inferring,andcomparing)andincludecontentandactivitiesthatrelyonretrievingfoundationalknowledgethatwillbereliedoninlatermodules.Intensivereadingoccursatthisstage.Themiddlemodules,GlobalStructures,providestacticaladvicerelativetodevelopingastrategicperspectiveandreliesonstudent’sabilitytoidentifyinternationalrisksandopportunitiesunderthetheoreticalframeworksdiscussedinclass.Finally,thelastmodule,IBAnalysisandEvaluation,putscriticalevaluationanddecisionmakingskillstouseasstudentsdevelopwrittenandoralargumentsindefenseoftheirevaluationofglobalcasestudy.

LEARNINGMETHODSThiscoursewillfeatureclasslecture,videopresentation,ConnectPlus™integratedassignments,theLearnSmart™adaptivetextbook,casestudy,acurrencysimulation,caseanalysis,andgrouppresentations(in-classandvirtual).EXPERIENTIALLEARNINGACTIVITIESThiscourseoffersanumberofsimulationsthatplacethestudentinthedecision-maker’sseatasabusinesssituationunfolds.Studentsarepresentedwithreal-lifeinformationstreamsandareaskedtorespondtothesituationsimilartowhatwouldbeaskedofapracticinginternationalbusinessmanager.

ThesesimulationsoccurinChapter2(Connect)andselectedformativeassessmentsthroughoutthecourse.EVALUATIONCRITERIA/ASSIGNMENTWEIGHTINGGradedassignmentsaresimilarlyweightedsuchthatthelikelihoodoffallingbehindislimitedandaverylowscorefromoneassignmentwillnotjeopardizethestudent’sabilitytosuccessfullypassthiscourse.Thisisnota‘highstakes’,midtermandfinalstylecourse.

CourseRequirements Weights

WeeklyAssignments:LearnSmart,Connect,Simulation(Individual) 35%

MidtermandFinalExams(Individual) 20%

GroupPresentation 10%

GroupCaseAnalysis 10%

Class&OnlineParticipation,Instructor’sDiscretion,andPeerevaluations(Individual) 10%

CaseAnalysis(Individual) 15%

Total 100%

CLASSASSIGNMENTS(35%)&INDIVIDUALCASEANALYSIS(15%)Thereareseveralassignmentsintegratedwithyourtextreadingsthatmustbecompletedforthisclass.Alloftheseassignmentsareindividualinthattheymustbecompletedseparatelybyeachstudent.YouwillfindacompletelistingoftheseassignmentsandreadingactivitiesinyourConnectcourseportal.NOTE:Mostassignmentshaveapre-assignmentprerequisiteasthiscoursebuildsonpriorlearning/experiences.Assuch,youcannotcontinueontothenextreadingorassignmentuntilyouhavefinishedtheprerequisite,regardlessofanycreditearned.ThedetailsforeachassignmentislocatedonConnectandlinkedtoyourBB.CaseanalysisandessaydetailsarefoundonBB.Assignmentsaredueperduedatesprovided.LATEASSIGNMENTSWILLLOOSE10%OFTHEGRADEFOREVERYLATEDAY.Thisclasshastime-sensitiveassignmentssostudentsareexpectedtosubmittheirassignmentsonorBEFOREtheduedates(normallybeforethestartoftherespectiveclassoronlinelecture).GROUPWORK(20%)Animportantportionofthiscourse’sgradeisbasedongroupactivities.ONthefirstdaystudentswillformteams(groups)andcommunicatewiththeirgroupsthroughthecourseofthesemester.NOTE:Eachstudentwillsubmitapeerevaluationonallthemembersofhisorhergroup.TheseevaluationswillbeusedattheProfessor’sdiscretion.EXAMS(20%)Toensurethatyouarekeepingupwiththetextbookandarticlereadings,therewillbeseveralquizzesandtests.Thetestswillcoverthematerialfromthetext,thechapterpowerpoints(includingthevideos)thearticlesposted,andanyotherclassrelateddiscussion.CLASSPARTICIPATION(Instructor’sDiscretion,PeerEvaluations10%):

Everyonewillbeexpectedtoattendclass,tocomeprepared,andtoparticipateactivelyinthediscussion.Beforeclass,youshouldhavereadtheassignedreadings,thoughtcriticallyabouttheconceptstheypresentandtheirapplicationtothecaseortopicoftheday,andbepreparedtoanswertheassignedstudyquestions(withwrittenpre-sessionnotesinhand-typicallyonepageinlength).Thebestcontributionsarethosethatarerelevanttotheconceptathand.Theyoftenbuildonorrespondtotheobservationsofothers,makeconnectionstopriorclasssessions,ordrawonmaterialsandlessonsfromothercourses.Debatesanddisagreementscanbepowerfulopportunitiesforlearning(conflictisanenergizingmotivatorthatcanpropelusforward).Youareencouragedtochallengetheviewsofyourclassmatesandtheinstructor–providedthatyoudoitconstructivelyandwithcivility.IFYOUDONOTPARTICIPATEDURINGTHESEMESTERYOUWILLRECEIVEALOWPARTICIPATIONGRADE–NOEXCEPTIONS–FORYOUBASKETBALLFANS,PARTICIPATIONISLIKETHEFREETHROWLINE:DOWELLANDYOUWILLWINTHEGAME.Ofcourse,regularattendanceisamust.Youcannotparticipateifyouarenotthere.Allclasseswillstartpromptly.Youwillbeexpectedtobeontime.Latearrivalscandelaythestartofclass,disrupttheconversation,andaredisrespectfultoguests,classmates,andme.Ifyouexpecttobelateforsomegoodreason,pleasealertmeifpossibleandtakeaseatquietly.Withoutacompellingexcuse,latearrivalswillcountagainstyourclassparticipationgrade.Wewillhaveabreaksometimeatornearthehalfwaypointinclass.Youwillbeexpectedtoreturnpromptlyfromallbreaks.

GRADINGSCALE

LetterGrade RangeA 94–100A- 90–93B+ 87–89

B 84–86B- 80–83C+ 77-79

C 74–76C- 70–73

D+ 67–69D 64–66D- 60–63F <60

EXPECTATIONSThisclassisdemandingintermsofoutside-of-classtime.Studentsareexpectedtocollaborateaftercoursehourswhiledevelopingyourfinalproject.Asahybridcourse,expecttospend3hoursinout-of-classpreparationforeachin-classhour.Mygoalisforeverysinglestudenttoseeanoticeableimprovementinyourunderstandingofthehumansideofbusiness.Iexpectyoutoworkveryhardonyourown,andasteammates,toaccomplishthisgoal.Chapterassignments,normally25-45in-textquestions,aredesignedtomeasurestudentcomprehensionandengagement.Caseanalysisprojects(individualandgroup)measurebothindividualandteamcontributions.

COURSETECHNOLOGYThiscourseutilizestwolearningmanagementsystems:BlackboardandConnectPlus.ConnectPlusisanadaptivedigitaltextwithintegratedexerciseswhichfeaturesimmediateperformancefeedback.ThiscoursealsoreliesonBlackboardforimportantcourseannouncements,assignmentsubmission,grades,andservesasthemainrepositoryforcoursedocumentssuchasthissyllabusandcoursepolicy,customizedlectureslides,relevantarticles,andcurrenteventsastheyrelatetothecourseconcepts.RULES,POLICIES,ANDACADEMICMISCONDUCTAssignmentsfromthetextandotherresourcesarelistedbelowforeachclasssession.Studentsareexpectedtopacetheirlearningaccordingtothepostedcourseassignments.Itisexpectedthatinteractivelearningandteachingwillenrichthelearningexperienceofallstudents,andthateachstudentwillworkinpartnershipwiththeprofessortocreateapositivelearningexperienceforall.Studentengagementisanecessaryconditionforaneffectivelearningexperience,andincludescontributionstodebateanddiscussion(ifany),positiveinteractivelearningwithothers,andanenthusiasticattitudetowardsinquiry.Everyoneisexpectedtobeapositivecontributortotheclasslearningcommunity,andstudentsareexpectedtosharetheresponsibilityofteachingeachother.

COURSECALENDARWEEKLYSCHEDULE

InternationalBusiness--ECON480HHYBRID FALL 2016

Date/Topic

Week 1 (September 5 – 11 ) Setting the Stage Virtual Week

Agenda/ReadingsDue Session 1 (Virtual): Course Introduction, Methodology, Syllabus Review, Student and

Instructor Introductions

1. Access to Connect Plus w/ LearnSmart 2. Linkages to Blackboard 3. Assignments and Evaluation Methods 4. Group Assignments 5. First Essay & Journal Entry: What is the difference

between business and international business?

Session 2 (Virtual): Introduction to Globalization Advanced Readings: Chapter 1 – Hill [LO1, 2, 3, 4, 5]

CommentsAllassignmentsaredueatthebeginningoftheclasssessionlisted.

Week 2 (Sept. 12 - 18 ) What makes us Different

Session 1 (F2F): National Differences in Political Economy Advanced Readings: Chapter 2 [LO 1, 2, 3, 4] & Ch. 3 [LO1, 2, 4, 5]-Hill

• Corruption in Nigeria – Intelligence? http://www.bbc.com/news/world-africa-26535530.

Session 2 (F2F): Differences in National Culture Advanced Readings: Chapter 4 – Hill [LO 1-5]

• FCPA and Walmart – When in Rome? http://www.nytimes.com/2014/06/05/business/after-walmart-bribery-scandals-a-pattern-of-quiet-departures.html?_r=0

Week 3 (September 19-25) Virtual Week

Session 1 (Virtual): Ethics in International Business: Examinable? Teachable? Advanced Readings: Chapter 5 – Hill [LO, 1, 2, 3] Extra Credit Bonus Opportunity: Advanced Reading: Laudato Si, (Introduction) by Pope Francis, April 2015 (Also available in Spanish/Portuguese Language, The Vatican Files [free] & Apple iTunes, [fee]. Carefully read the first 20 paragraphs, remainder optional. Essay Content (400-800 words):

1. Describe the ethical dilemma’s facing our global society today from the perspective of Pope Francis

2. What does he refer to when he describes the environment

Nigeria Bonus: Two Page essay on your thoughts.~2 Pages- 600 words. OR Walmart Bonus: Is Walmart Just? 2 pages – 600 words.

Money versus Morals

and Our Common Home? 3. What seems to have changed in the last century that is

impacting our common home and what recommendations does he suggest?

4. What do you think is the most important thing that global managers should do? Why?

Session 2 (Virtual): International Trade Theory Advanced Readings: Chapter 6 [LO 1, 2, 3,]

Post to Blackboard Bonus #1 by September 25, 2015 - No late submissions will be accepted.

Week 4 (September 26-Oct 2) Global Institutions, Trade and Monetary Systems

Session 1 (F2F): Political Tools of Governments Chapter 7 [LO 1, 2] Session 2 (F2F): Regional Economic Integration Advanced Readings: Chapter 9 [LO 1, 2, 3] – Hill

Week 5: (October 3 – October 9) Virtual Week Global Institutions, Trade and Monetary Systems

Session 1 (Virtual): Foreign Exchange Markets Advanced Readings: Chapter 10 [LO 1, 2, 3, 5] – Hill Session 2 (Virtual): International Monetary System Advanced Readings: Ch. 11 – Hill [LO 1, 2, 3, 5]

Week 6: (October 10 - 16) In-Class Global Institutions, Trade and Monetary Systems

Session 1 (F2F): Student Led: Global Institution Presentations (10 minutes ea.)

1) International Monetary Fund (BB) 2) World Bank (BB) 3) World Trade Organization (BB)

Session 2 (F2F): Student Led: Global Country Presentations (10 minutes ea.) Advanced Readings: Part Four -- Cases p. 373-377

1) US Currency & Caterpillar, Inc. (text) 2) South Korean Currency Crisis (text) 3) Russian Currency Crisis (text)

Due: Group A-F Video Presentations & PPT Submit PPT & YouTube link to BB.

Week 7: (October 17 - 23) Assessment Virtual Week

Mid-Term Week (Virtual): Independent Research/Writing Session: – Final version of written assignment to be posted in PDF to BB by end of Session 1. Must make in-text citations, connect to specific course/text concepts, and be submitted in APA Style, version 5 or 6 for credit. Individual Essay: Advanced Reading: Distance Still Matters, by Pankaj Ghemawat, HBR, September 2001 (Also available in Spanish/Chinese Language,

October 2001)

Essay should address the following (1000-1200 words): 1. Describe the four dimensions of distance and why they are

important. 2. What distance factor can help increase trade by nearly

900%, Why? 3. What does China suffer from the most in terms of

distance? 4. What do you think is the most important distance factor?

Why?

Week 8: (October 24 - 30) Global Strategy & Structures

Session 1 (F2F): The Strategy of International Business Advanced Readings: Ch. 13 [LO 1, 2, 3, 4] - Hill Session 2 (F2F): The Organization (Structure) of International Business Advanced Readings: Ch. 14 [LO 1, 2, 3] - Hill

1.

Week 9: (October 31 – Nov 6) Virtual Week International Business Functions

Session 1 (Virtual): Entry Strategy and Strategic Alliances Advanced Readings: Chapter 15 – Hill Session 2 (Virtual): Exporting, Importing, and Countertrade Advanced Readings: Ch. 16 - Hill

Week 10: (November 7 - 13) International Business Functions

Session 1 (F2F): Global Marketing and Market Assessment Advanced Readings: Ch. 18 - Hill Session 2 (F2F): Global Human Resource Management Advanced Readings: Ch. 19 – Hill Group Case Competition: In-Class Planning: Preview: Wal-Mart Stores, Inc. [HBS 9-794-024]

Re-confirm groups In-class planning, instructor Q&A (How to Analyze a Case) Outline development Review options with instructor as necessary

Week 11: (November 14 - 20) International Business Analysis and

Session 1(F2F): Critical Concepts in Global Competition I Preview: Wal-Mart Stores, Inc. [HBS 9-794-024] Advanced Readings: What is Strategy? M. E. Porter, Harvard Business Review, November – December, 1996. Discussion Questions:

1. What are the benefits of local responsiveness?

Evaluation Standardization? 2. Compare the differences between centralized and

decentralized organization structures. What are the differences?

3. What are the main factors/issues to consider when establishing a global strategy?

Session 2 (F2F): Critical Concepts in Global Competition II Supplemental Readings: The Five Competitive Forces That Shape Strategy, M. E. Porter, Harvard Business Review - January, 2008. Discussion Questions:

1. What is meant by Global Strategy? 2. Name some characteristics of successful global firms?

What are their symptoms? 3. What are the main factors to consider when establishing a

global strategy? Case Competition In-Class Planning (time permitting)

Week 12: (November 21 - 27) Student’s Choice International Business Analysis and Evaluation

Session 1 & 2 (Student’s Choice: F2F or Virtual): MNC Strategy Case Competition (Group Activity)) Advanced Preparation: Wal-Mart Stores, Inc. [HBS 9-794-024]

1. What are the sources of Wal-Mart’s competitive advantage?

2. How sustainable are those sources of Wal-Mart’s competitive advantage?

3. From a resource perspective, explain Wal-Mart’s unique fit? Describe it in great detail.

* Note: You are highly encouraged to seek other sources of information external to the course materials. Extra credit will be granted for incorporating and referencing significant external information (when cited in-text); on the other hand, limiting yourself to data from course materials will result in satisfactory grades only.

Due: Group Case Analysis (Written or Video) & PPT. Submit Written Analysis or Video Analysis and PPT to BB prior to presenting.

Week 13: (November 28 – Dec 4) Thanksgiving Week International Business Analysis and Evaluation

Session 1 & 2 (Virtual): WalMart International Strategy, 2005/2007 (Individual Activity) Advanced Preparation: Wal-Mart Update (BB handout) Advanced Readings: Managing Differences: The Central Challenge of Global Strategy. Pankaj Ghemawat, Harvard Business Review, March 2007. Your discussion should contemplate the following questions and be between 1000-2000 words:

1. Which of Wal-Mart’s advantages are transferable overseas? Why?

2. Which advantages/competencies are least transferable? 3. Should Wal-Mart change its strategic model? Target has

been outperforming Wal-Mart in the United States (home).

Due: Submit Individual Written Case Analysis To BB

Does this threat require a response?

Week 14: (December 5 - 10 ) International Business Synthesis & Competency Building

Session 1(F2F): TBD

Session 2(F2F): Cultural Intelligence: Earley, Ang & Van Dyne Advanced Readings: Cultural Intelligence – BB http://home.trg-inc.com/sites/default/files/TRGResources/Diversity/Cultural%20Intelligence.pdf Advanced Assessment: Cultural Quotient Scale (CQS) – BB

A review and survey of our class’s (1) cultural knowledge, (2) behavior, (3) motivation and (4) our strategy towards managing in a multi-cultural environment by Ang & Van Dyne, at the Nanyang Technological University (Singapore) and Michigan State University (USA).

Optional Reading: Development of the Cultural Intelligence Scale http://www.linnvandyne.com/papers/MOR%20CQ%20In%20Press.pdf

Week 15: (December 12 - 20) Summative Assessment

FINAL EXAM WEEK – See college schedule for class date/time. Single Session Only (F2F) Comprehensive final exam, defined answer or essay – TBD.

(December 21 - 23) Grades evaluated, calculated, & reported. Happy Holidays!

***Instructorreservestherighttomakechangestothesyllabus.

Case Discussion and Leadership

Case Discussions We hope to create a low-risk environment for our case discussions. I am most interested that you come to class prepared to make a contribution. We have zero tolerance for lack of preparation, but on the other hand, I have a very high tolerance for a wide range of recommendations and observations. In general there is no one right answer for a case, but instead there are often a number of plausible alternatives, some of which may be preferred over others. Quality Case Discussion and Leadership is: ü Input that maintains the continuity and coherence of the class discussion. ü Input that was picked up and responded to by others in the class. Thus, a controversial, yet

intelligent, question or comment that reflects an understanding of the issue at hand will be well regarded.

ü Input that demonstrates an in-depth analysis of the issue at hand, well supported by data or a relevant conceptual framework.

ü Input that makes connections between material or ideas in different parts of the course or between this and other courses.

ü Input that provides an example, from your own observations or experience, of the subject at hand. ü Finally, courtesy in the give and take of a heated discussion is a requirement. The exercises and

cases are designed to provoke disagreement, and there typically exists more than one viable approach to resolving the problems presented.

Case Write-ups & Discussion Questions Contained in this syllabus, you will find discussion questions for each case. Please be prepared to address each of these questions in detail for the case discussion. You should have comments of at least one page of commentary ready for the in class discussion. Your final write-ups are to be typed and submitted by the beginning of class on the day for which the relevant case is assigned. The write-up may not exceed five double spaced pages of text along with any illustrations you may choose. Since three pages is usually insufficient to analyze any of the cases in any depth, you should think of your write-up as a consultant’s analysis of your position. Remember, you only have one opportunity to submit an individual write up for the entire class. Therefore, carefully analyze the assigned case and have your write-up completed by the due date specified in the syllabus. Hints for Case Analysis and Case Write-ups The objective of written assignments is to show your understanding of the material in the course by effectively applying it to the case, and providing a defensible position regarding the problem presented in the case. The course is cumulative in nature, so that concepts covered early in the course may play key roles in later discussions. At a minimum, write-ups should cover the following:

Statement of the issue upon which you have chosen to focus. Insight is often necessary to go beyond symptoms and into the real issue (ask yourself why it is happening, then ask what is happening). Some cases may deal with multiple issues. In such situations, you should choose the most important issue, and focus the analysis on that one. Statement of alternative courses of action or analytic techniques which might be employed to deal with the issue.

Your recommendation as to which course of action should be taken should be well supported by conceptual frameworks covered in the text or in class. A strong analysis will generally build support for your recommendation as well as argue why your recommended alternative is superior to others, and assess possible risks or negative factors of the recommendation. In general, you should confine your statement of the issue and its alternative solutions to about one half page in total. The balance of the three/four pages of text may then be devoted to building a strong argument as to why the main issue or problem arose and what you might suggest that the managers in the case should have done. Common difficulties with Written Analysis Some common shortcomings in write-ups: ü Restating the facts or copying the case material verbatim. ü A wandering discussion that lacks direction. The use of headings often helps provide structure to

your argument. Be specific as to issue, alternatives, and recommendations. ü Failure to make a decision when the case calls for one. Choose a position and build an argument for

it, even if you can see that another position also has merit. ü Poor spelling, grammar or incomprehensible writing. The effectiveness of your communication

can, in this class and in the business world, make an important difference in selling your ideas. AllsourcesinwrittenassignmentsshouldbereferencedtotheoriginalauthorinAPAformat.Nocreditwillbegivenforassignmentssubmittedwithoutproperreferences.

ResponsibilitiesAttendingClass/Exams/Assessments

Youcannotsucceedinthisclassifyoudonotattend.Webelievethatintellectualgrowthandsuccessinhighereducationoccurthroughinteractionintheclassroomandlaboratories.However,wedonotwanttopenalizestudentsforparticipatingincollege-sponsoredevents.Whenyoumissclassbecauseofacollegeevent,youmustgivewrittennoticeofyourabsenceatleasttwodaysinadvance,andyouareresponsibleforcompletingallmissedworkbytheiroriginalduedates.Therearenomakeupexamsinthiscourse.Therefore,youmustpre-arrangetocompleteanexampriortothegeneralexamdateinordertoearncredit.Itisthestudent’sresponsibilitytomakethesearrangementswiththefacultyatleastoneweekinadvance.Finally,anystudentwhomissesatotalofthreeweeksofclasseswillbeautomaticallydroppedfromthecourse.Forhybridcourses,thismeanstwoface-to-facesessions.

TurningInYourWork Youcannotsucceedinthisclassifyoudonotturninallyourworkonthedayitisdue.

Thelearningstrategyinthiscourseusesscaffoldingandtheactivitiesinthiscoursearecumulative.Therefore,youmustcompleteassignmentsinsequenceasindicatedinthesyllabusandonlinelearningmanagementsystem(Blackboard,Connect,etc.).Inmostcases,youwillnotbepermittedtostartanewexerciseuntilyouhavecompleteditsprerequisite.Noexceptionscanbemadetothispolicy.

UsingElectronicDevices

Electronicdevicescanonlybeusedinclassforcourse-relatedpurposes.IfyoutextoraccesstheInternetforotherpurposes,youmaybeaskedtoleave,inwhichcaseyouwillbemarkedabsent.

ParticipatinginClass Youmustbeontime,stayforthewholeclassandspeakupinawaythatshowsyouhavedonetheassignedreading.Ifyouarenotpreparedforclassdiscussion,youmaybeaskedtoleave,inwhichcaseyouwillbemarkedabsent.

DoingYourOwnWork

Ifyouturninworkthatisnotyourown,youaresubjecttojudicialreview,andtheseprocedurescanbefoundintheCollegeCatalogandtheStudentPlanner.ThemaximumpenaltyforanyformofacademicdishonestyisdismissalfromtheCollege.UsingtheAPAformatV6,todocumentyourintellectualsources;thishelpstoavoidplagiarism.TheLibraryhasreferencecopiesofeachofthemanual,andtherearebriefchecklistsinyourStudentHandbookandPlanner.PLEASENOTE:Allpapersmaybeelectronicallycheckedforplagiarism.

WithdrawingfromClass

Afterthelastdayestablishedforclasschangeshaspassed(seetheCollegecalendar),youmaywithdrawfromacoursebyfollowingthepolicyoutlinedintheCCSJCourseCatalog.

Resources

StudentSuccessCenter:

TheStudentSuccessCenterprovidesfacultytutorsatalllevelstohelpyoumasterspecificsubjectsanddevelopeffectivelearningskills.Itisopentoallstudentsatnocharge.YoucancontacttheStudentSuccessCenterat219473-4287orstopbytheLibrary.

DisabilityServices:

DisabilityServicesstrivestomeettheneedsofallstudentsbyprovidingacademicservicesinaccordancewithAmericanswithDisabilitiesAct(ADA)guidelines.Ifyoubelievethatyouneeda“reasonableaccommodation”becauseofadisability,contacttheDisabilityServicesCoordinatorat219-473-4349.

CCSJAlerts:

CalumetCollegeofSt.Joseph’semergencycommunicationssystemwilltellyouaboutemergencies,weather-relatedclosings,orotherincidentsviatext,email,orvoicemessages.PleasesignupforthisimportantserviceannuallyontheCollege’swebsiteat:http://www.ccsj.edu/alerts/index.html.Inaddition,youcancheckothermediaforimportantinformation,suchasschoolclosings:Internet:http://www.ccsj.eduRadio:WAKE–1500AM,WGN–720AM,WIJE–105.5FM,WLS–890AM,WZVN–107.1FM,WBBMNEWSRADIO78TVChannels:2,5,7,9,32

Emergency Procedures MEDICAL EMERGENCY

EMERGENCY ACTION

1. Call 911 and report incident. 2. Do not move the patient unless safety dictates. 3. Have someone direct emergency personnel to patient. 4. If trained: Use pressure to stop bleeding. 5. Provide basic life support as needed.

FIRE EMERGENCY ACTION

1. Pull alarm (located by EXIT doors). 2. Leave the building. 3. Call 911 from a safe distance, and give the following information: • Location of the fire within the building. • A description of the fire and how it started (if known)

BUILDING EVACUATION 1. All building evacuations will occur when an alarm sounds and/or upon notification by security/safety

personnel. DO NOT ACTIVATE ALARM IN THE EVENT OF A BOMB THREAT. 2. If necessary or if directed to do so by a designated emergency official, activate the building alarm. 3. When the building evacuation alarm is activated during an emergency, leave by the nearest marked exit

and alert others to do the same. 4. Assist the disabled in exiting the building! Remember that the elevators are reserved for persons who are

disabled. DO NOT USE THE ELEVATORS IN CASE OF FIRE. DO NOT PANIC. 5. Once outside, proceed to a clear area that is at least 500 feet away from the building. Keep streets, fire

lanes, hydrant areas and walkways clear for emergency vehicles and personnel. The assembly point is the sidewalk in front of the college on New York Avenue.

6. DO NOT RETURN to the evacuated building unless told to do so by College official or emergency responders.

IFYOUHAVEADISABILITYANDAREUNABLETOEVACUATE: Stay calm, and take steps to protect yourself. If there is a working telephone, call 911 and tell the emergency dispatcher where you are or where you will be moving. If you must move,

1. Move to an exterior enclosed stairwell. 2. Request persons exiting by way of the stairway to notify the Fire Department of your location. 3. As soon as practical, move onto the stairway and await emergency personnel. 4. Prepare for emergencies by learning the locations of exit corridors and enclosed stairwells.

Inform professors, and/or classmates of best methods of assistance during an emergency.

HAZARDOUS MATERIAL SPILL/RELEASE EMERGENCY ACTION

1. Call 911 and report incident. 2. Secure the area. 3. Assist the injured. 4. Evacuate if necessary.

TORNADO EMERGENCY ACTION

1. Avoid automobiles and open areas. 2. Move to a basement or corridor. 3. Stay away from windows. 4. Do not call 911 unless you require emergency assistance.

SHELTER IN PLACE EMERGENCY ACTION

1. Stay inside a building. 2. Seek inside shelter if outside. 3. Seal off openings to your room if possible. 4. Remain in place until you are told that it is safe to leave.

BOMB THREATS EMERGENCY ACTION

1. Call 911 and report incident. 2. If a suspicious object is observed (e.g. a bag or package left unattended): • Don’t touch it! • Evacuate the area.

TERRORISM AND ACTIVE SHOOTER SITUATIONS EMERGENCY ACTION

1. Call 911 and report intruder.

RUN, HIDE OR FIGHT TIPS:

1. Prepare – frequent training drills to prepare the most effectively. 2. Run and take others with you – learn to stay in groups if possible. 3. Leave the cellphone. 4. Can’t run? Hide – lock the door and lock or block the door to prevent the shooter from coming

inside the room. 5. Silence your cellphone -- use landline phone line. 6. Why the landline? It allows emergency responders to know your physical location. 7. Fight – learn to “fight for your life” by utilizing everything you can use as a weapon. 8. Forget about getting shot – fight! You want to buy time to distract the shooter to allow time for

emergency responders to arrive. 9. Aim high – attack the shooter in the upper half of the body: the face, hands, shoulder, neck. 10. Fight as a group – the more people come together, the better the chance to take down the

shooter. 11. Whatever you do, do something – “react immediately” is the better option to reduce traumatic

incidents.