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Dell Strategic Planning

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Office: RB 338B Phone: 305-348-7050
Office Hours: Tuesday, 3:00to 5:00 p.m. Class Location: CBC 155
Class Times: Wednesday, 5:00 pm - 7:40 pm E-mail: WebCT course e-mail only!

Please read this syllabus in its entirety. It is a part of the course content. It is important that you understand what is required in this course and the time frames for completing assignments.

Class Format: This is a hybrid course, which means that classroom sessions will be held on alternate Thursdays. For the weeks in which no classroom sessions are scheduled, you will have assignments and quizzes based on readings and Web-based. You will also be expected to interact regularly with your fellow classmates (in person and virtually through email and the course discussion forum) to organize and prepare the team project. Since this course uses a significant amount of multimedia content, it is strongly advised that you obtain access to a computer with broadband Internet access and an up-to-date streaming media player (either Windows Media Player or Real Player are recommended).


This is an introductory course designed to help you develop an understanding and awareness of the essentials of managing and of the way organizations behave. By exploring the four pillars of management -- planning, organizing, leading, and controlling -- we will discover how organizations leverage their scarce resources to achieve their goals. The objective of this course is to provide students an overview of the field of management, and insights into the concept of organizational structure. This task will be accomplished by introducing participants to the history, lexicon, and practices of management as a field of study, and its present position in terms of both theory, practice, and the standing as a profession.


This course aims to provide an analysis of organizations and the management processes of planning, organizing, directing, and controlling in the context of socio-technical systems. Individual, group, intergroup, and organizational responses to various environments and technologies are studied, as are pertinent techniques of manpower management.

Specific course objectives include:

Define the management functions and business processes that create value for an organization
Give examples of basic business concepts, principles and values that contribute to organizational performance
Formulate a set of management policies, practices, and procedures that influence group and individual dynamics in organizations
Describe situations where management decision-making should incorporate ethical reasoning, multiculturalism, and internal inter-group behavior fgfgfgf MAJOR & CURRICULUM OBJECTIVES TARGETED

1.Demonstrate understanding of how to carry out the planning function of management.

2. Demonstrate understanding of how to carry out the organizing function of management. Formulate ways to carry out the controlling function in organizations.

3. Identify ways to fulfill the leadership function of management.

4. Explain how linking the organizational social practices to the community is ultimately advantageous.

5. Understand how economic and legal environments affect business.

6. Grasp how ethical, social and political considerations influence both profit and nonprofit enterprises.

7. Understand how managers, including senior executives, make decisions despite limited facts and great uncertainty.


Hitt, Black, and Porter
Prentice Hall, 2005

ISBN: 0130088471

Required Text:
The Starfish and the Spider
Brafman, Ori and Rod A. Beckstrom
Portfolio, 2006

ISBN: 1591841437

Required Text:
The Ice Cream Maker
Subir Chowdhury
Currency Books, 2005

ISBN: 978-0-385-51478-1

Optional Text:
The Starbucks Experience
Joseph Michelli
McGraw Hill, 2006

ISBN: 0-071-47784-5

Books for Group Project (One of the titles below, to be assigned by the professor during the first week of classes):

Flying High
Wynbrandt, James
Wiley, 2006

ISBN: 0-471-75698-9

Beer School: Bottling Success
Hindy, Steve and Tom Potter
Wiley, 2005

ISBN: 0-471-73512-4

Direct from Dell: Strategies that Revolutionized an Industry
Dell, Michael
Collins, 2000

ISBN: 0-88730-915-1

On Target
Rowley, Laura
Wiley, 2003

ISBN: 0-471-66729-3

Turnaround: How Carlos Ghosn Rescued Nissan
Magee, David
Collins, 2003

ISBN: 006051485X


This course combines traditional class-based lectures and self-directed learning tools and techniques, including virtual discussion groups, streaming media, and interactive games and exercises. Class lectures will include Powerpoint slides, videos, cases, and discussion articles. Students are encouraged to actively participate in class discussions and take sides on a range of moral and ethical issues confronting organizations, their employees, and their stakeholders.


There are no prerequisites for this course.

For more information about prerequisites, click here.


Once you have access to the course, please send me all personal correspondence through WebCT's Course Mail tool. Only e-mails sent through the WebCT course mail tool will be answered. Furthermore, when responding to either e-mails or discussion forum postings, please use the "quote" feature to ensure that the original message is included with your response. This will improve the speed at which we communicate within the course.


Course Grades

Exams (3 of 4) 45% (15% each) 225
Book Presentation/Paper 25% 125
Quizzes (5 of 6) 20% 100
Participation 8% 40
Student homepage 2% 10

Extra Credit

Informal Course Survey (Extra Credit) 1% 5

Grading Scale

500 pts = 100% A
465 pts = 93% A
450 pts = 90% A-
435 pts = 87% B+
415 pts = 83% B
400 pts = 80% B-
385 pts = 77% C+
365 pts = 73% C
350 pts = 70% C-
335 pts = 67% D+
315 pts = 63% D
300 pts = 60% D-
Below 300 pts F


As a college, we care about the quality of the business education we are providing you. More on the College’s commitment to Assurance of Learning can be found at the following link:


There will be 4 online exams in this course which will count for 45 percent of your grade (your lowest exam grade of the four will be dropped). Exam questions will be based on the material in the textbook "Management," by Hitt, Black, and Porter (3-4 chapters per exam). Each exam will consist of 60 – 80 multiple choice questions. Students will have 90 minutes to complete the exam. Exams must be taken within the dates specified in the syllabus between 8:00 a.m. and 11:55 p.m. If you must miss an exam for whatever reason, that will be the grade that is dropped – no exceptions! Note: the fact that you lost your Internet connection during an exam will not be considered justification for resetting the exam, so make sure you have a reliable Internet connection!


There will be 6 online quizzes in this course which will count for 10 percent of your grade (your lowest quiz grade will be dropped). Quiz questions will be based on the books The Ice Cream Maker by Subir Chowdhury, The Starfish and the Spider by Brafman and Beckstrom, and episodes of the reality television show Airline about Southwest Airlines. Quizzes will consist of 10 multiple choice questions and students will have 15 minutes to complete them. All quizzes will be available beginning the first week of classes, but must be completed by the due date specified in the course calendar.

In order to mitigate any issues with your computer and online assessments, it is strongly suggested that you take the "Online Learning Practice Quiz" from each computer you will be using to take your graded quizzes and exams. It is your responsibility to make sure your computer is compatible with WebCT ( ) and that it meets the minimum hardware requirements

Important: You must use Internet Explorer as your browser when taking online quizzes and exams. If you use Firefox or Mozilla as your web browser, your exam scores may not to be recorded!


During the first week of classes, the class will be broken out into teams of approximately 8 students. Each team will be responsible for reading a business/management book selected by the professor, writing a review and analysis of the book, and making a presentation to the class (we will have 3 presentations per class session starting on 10/4). Written reports and oral presentations should conform to the Team Project Guidelines. A CD-ROM containing your presentation slides must be turned into the professor on the day of your presentation. Note: oral presentations will be judged on the 4 "Cs" -- 1. Content; 2. Communication; 3. Cleverness; and 4. Clock (i.e. efficient time usage).

Note: Following the presentations, the class will vote on which presentation they felt was the most informative, dynamic, and creative and 5 bonus points will be awarded to the winning team. In the event of a tie, the professor will choose a winner.


Class participation is worth 8 percent of your grade (40 points). Students can earn participation points by attending class lectures and signing the attendance sheets distributed to team captains at the end of class. Absences will be excused only in the case of medical emergencies and with prior notification. A doctor’s note will be required.


Attendance is mandatory and will be enforced. Any student who is absent more than two classes in a semester is subject to an administrative drop from the course or a reduction in grade. Failure to attend will not relieve a student from responsibility for material given in lectures not information announced in class. Absences due to an emergency circumstance should be discussed with the Professor.

Assignments from the text and other resources are listed below for each class session. Students are expected to be pace their learning according to the posted course assignments.

It is expected that interactive learning and teaching will enrich the learning experience of all students, and that each student will work in partnership with the professor to create a positive learning experience for all. Student engagement is a necessary condition for an effective learning experience, and includes contributions to debate and discussion (if any), positive interactive learning with others, and an enthusiastic attitude towards inquiry. Everyone is expected to be a positive contributor to the class learning community, and students are expected to share the responsibility of teaching each other.

Statement of Understanding between Professor and Student

Every student must respect the right of all to have an equitable opportunity to learn and honestly demonstrate the quality of their learning. Therefore, all students must adhere to a standard of academic conduct, demonstrating respect for themselves, their fellow students, and the educational mission of the University. As a student in the College of Business taking this class:

I will not represent someone else's work as my own

I will not cheat, nor will I aid in another's cheating

I will be honest in my academic endeavors

I understand that if I am found responsible for academic misconduct, I will be subject to the academic misconduct procedures and sanctions as outlined in the Student Handbook

Failure to adhere to the guidelines stated above may result in one of the following:
Expulsion: Permanent separation of the student from the University, preventing readmission to the institution. This sanction shall be recorded on the student's transcript.
Suspension: Temporary separation of the student from the University for a specific period of time.

By taking this online course I promise to adhere to FIU's Student Code of Academic Integrity. For details on the policy and procedure go to ACADEMIC MISCONDUCT.

Additionally the following two documents should be used by every student in business classes that require individual or group written assignments:

Certification of Authorship Assignment Cover Page (Individual)

Certification of Authorship Assignment Cover Page (Groups)

NOTE: Intensive Auditing of the course will be conducted to prevent academic misconduct.


This is a hybrid course, meaning that half the classes will be conducted on campus and the remaining course work will take place over the Internet. Expectations for performance in hybrid courses are the same as for traditional courses; in fact, hybrids require a degree of self-motivation, self-discipline, and technology skills that can make them more demanding for some students.

During weeks that classes don't meet, you will still be expected to interact online with the professor and your fellow students; to do assignments; to meet deadlines; and in some cases, to work in virtual groups.

Tips for Success in your online course, click here.

Online Etiquette, click here.


Attendance at scheduled classes is mandatory. If a student must miss a class it is his or her responsibility to ascertain what was discussed in class, any change of due dates or schedules, class material, etc. The Professor will not re-teach the class for students who missed it.

There are no make up exams in this course. Since I drop the lowest of your four test grades, if you miss an exam for whatever reason, that test grade will be dropped.

Certain religious observations will be excused according to the FIU Policy on Religious Holy Days. For a listing of religious holidays, you may visit:

Students will have the right to freedom from any type of harassment or physical threat. The classroom and outside-of-class meetings will be free of intimidation or harassment of any kind. FIU's Policy on Sexual Harassment will be strictly enforced for all types of student meetings both within and outside the classroom and the professor or Department Chair should be notified immediately of any actions in violation of this policy.

Students with special needs will be accommodated. Students with special needs should inform the professor at the beginning of the course and may be required to register with Student Disability Services. Office of Disability Services Web-page

Classes will be free of disruption and will start at the scheduled time. Cell phones should be turned off during class. Students arriving late or leaving early create a severe disruption and should wait for a proper time to enter or leave during a break in the class and should do so in such a way as to minimally disrupt the class for as brief a time as possible. Repeated tardiness is unacceptable. Students and the professor will respect the rights of the individual speaking in class or online chat by listening without engaging in conversation with others. In other words, talking or interfering with class chat during class time is extremely disruptive and rude to the person addressing the class. Students will be asked to refrain from such discussions during class time and, if continuously disruptive, will be asked to leave the class.

Students have the right to have their grade explained and the specific basis used for determining grades. Students can contest their grade and ask for clarification of the reasons for the grade or score. If you are concerned about any grade, provide a written appeal to me within 72 hours of the posting of that grade. After the initial 72 hours, your grade is set in the grade book. In other words, do not wait weeks (or until the end of the semester) to come talk to me about a grade.

No extra-credit assignments are available on an individual basis.


I understand that there is Office of Disability Services available to me should I need it. It is my responsibility to contact them to process my request to have my needs met. I need to follow their procedures as to proper notification to the instructor


The University's policy on religious holy days as stated in the University Catalog and Student Handbook will be followed in this class. Any student may request to be excused from (on-line) class to observe a religious holy day of his or her faith. It is imperative that each student reads and understands the Academic Honesty policies covered in class and described at: Academic Policy .


It is highly recommended that students who have never taken a fully online or hybrid course attend one of our orientations. In addition to providing you with useful tips and techniques to ensure your success, the orientation will cover the fundamentals of learning online and how to get started.

For our online learning orientation schedule please click here.

Please note that we offer our Online Learning Tutorial via the web and/or CD-ROM. If you are unable to attend one of our on-campus orientations or just need help with an online tool click here.

If you are on a slow connection, we recommend that you order the CD-ROM. The CD-ROM will be delivered to you free of charge in 3 - 5 business days.


Introduction to Course

**1/16 Hitt Ch. 1 - Introduction

Ice Cream Maker, Ch.1

Airline Episode # 1
Part 1 & Part 2

Optional: Starbucks Experience, Introduction

1/23 Hitt, Ch. 2 - Managing Change

Ice Cream Maker Ch.2
Airline Episode # 2
Part 1 & Part 2

Optional: Starbucks Experience, Principle 1 Quiz #1 – Ice Cream Chs. 1-2; Airline Episodes 1-2
(due by 1/27)
**1/30 Hitt, Ch. 3 - Assessing External Environments

Ice Cream Maker, Ch. 3

Airline, Episode #3

Part 1 & Part 2 Team Progress Report
Due 1/30

Student homepage
Due 1/30 Exam #1, Chs. 1-3 (available 2/3-2/4)

Bonus: Starbucks: Intro & Ch.1
2/6 Hitt, Ch. 4 - Managing Within Cultural Contexts

Ice Cream Maker, Ch. 4

Airline, Episode #4

Part 1 & Part 2 Quiz #2 – Ice Cream Maker

Chs. 3-4; Airline Episodes 3-4
(due by 2/10) **2/13 Hitt Ch. 5 - Ethics and Social Responsibility

Ice Cream Maker, Ch. 5

Airline, Episode #5

Part 1 & Part 2

Optional: Starbucks Experience, Principle 2

1, 2 2/20 Hitt, Ch. 6 - Strategic Management

Ice Cream Maker, Ch. 6
Airline, Episode #6

Part 1 & Part 2 Quiz #3 – Ice Cream Maker

Chs. 5-6; Airline Episodes 5-6
(due by 2/24)
Hitt, Ch. 7 - Organizational Structure and Design

Starfish & Spider,
Intro & Ch. 1

Airline, Episode #7

Part 1 & Part 2

Optional: Starbucks Experience, Principle 3

3, 4 Exam#2 Chs. 4-7
(available 3/2-3/3)

Bonus: Starbucks: Chs. 2-3
3/5 Hitt, Ch. 8 – Planning

Starfish & Spider,
Chs. 2, 3

Airline, Episode #8
Part 1 & Part 2

Quiz #4 – Starfish & Spider, Intro & Chs. 1-3; Airline Episodes 7-8 due by 3/9)
**3/12 Hitt, Ch. 9; - Individual and Group Decision Making

Starfish & Spider,

Airline, Episode #9

Part 1 & Part 2 5, 6
3/19 Hitt, Ch.10 - Leadership I: Basic Concepts

Starfish & Spider,
Chs. 5, 6

Airline, Episode #10
Part 1 & Part 2

Optional: Starbucks Experience, Principle 4

Quiz #5– Starfish & Spider, Chs. 4-6;
Airline Episodes

(due by 3/23)
Hitt, Ch 11 - Leadership II: Approaches & Issues

Starfish & Spider,
Ch. 7

Airline, Episode #11

Part 1 & Part 2

Exam #3 Chs. 8-11

(available 3/30-3/31)

Bonus: Starbucks: Ch.4
Hitt, Ch.12 - Motivation.

Hitt, Ch. 13 - Groups and Teams

Starfish & Spider,
Chs. 8, 9

Airline, Episode #12

Part 1 & Part 2 7, 8 Quiz #6 – Starfish &Spider,
Chs. 7-9; Airline Episodes11-12
(due by 4/6)
Hitt, Ch. 14 - Communication and Negotiation

Optional: Starbucks Experience, Principle 5

Hitt, Ch. 15 - Managing Human Resources

Optional: Starbucks Experience, A Final Word

9, 10

Book Report Due at Beginning of Class on 4/16
4/23 Finals Week Exam #4 Chs. 12-15

Bonus: Starbucks: Ch. 5 & Final Word

** Denotes class lecture

Florida International UniversityOnline
Copyright © 1998-2006 2008 all rights reserved worldwide.
College of Business Administration.

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...Strategic Planning and the Nursing Process Paper Strategic planning is a common practice and important in healthcare as it provides guidelines to make a decision for organization’s role and priorities. As hospital and healthcare industry face more regulatory challenges and financial pressure, strategic planning is needed for survival of an organization. This paper will discuss the similarities and differences between the strategic planning process and the nursing process. It will relate the nurse’s role in the nursing process to the role’s in the strategic planning process, and how nurses can be more involved in the strategic planning process as it relates to informatics needs in the health care setting. Similarities and Differences Between Strategic Planning Process and Nursing Process According to Czar and Hebda (2013), “Strategic planning is very simply the process of determining what an organization wants to be in the future and planning how it will get there” (p. 139). Strategic planning also allows an organization to move toward a desired future (Hebda & Czar, 2013). Strategic planning also provides direction for an organization and driven by an organization’s mission, value, and goals. Nursing process is a process used to improve nursing care. Nursing process used feedback mechanism and subsequent modification to promote the resolution of the nursing diagnoses (Bulson & Bulson, 2010). The difference between strategic planning process and nursing......

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Strategic Planning

...Strategic Planning and the Nursing Process Tammy Davis University of Phoenix Strategic Planning and the Nursing Process Strategic planning involves the development of ideas and guidelines that will help a business achieve its goals. In order for a business to be effective and successful, it is vital to implement a wide variety of strategic planning with ongoing adjustments made to improve the future and longevity of the company. According to Hebda & Czar “Strategic planning is a management tool that allows an organization to move consciously toward a desired future while responding to dynamic internal and external environments.” (p.139) Nursing Process The nursing process involves a set of steps required to implement into your nursing practice. The nursing process includes assessing, diagnosing, planning, implementing and evaluating. Each of these steps must be taken in the correct order for them to be effective. Each step also requires a thorough assessment and often require frequent updates and ongoing changes in order to be effective. If you try to diagnosis before you assess, you are probably going to do so in error and prematurely. It is similar to strategic planning in that it does evolve and adapt over a period. Differences There are not a lot of differences in comparing the nursing process to strategic planning. I think the only difference would be that the nursing process is a set number and order of steps as compared to the many different......

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Strategic Planning

...STRATEGY AND PLANNING This week’s Management class discussion has been on Strategic planning in organizations. This paper will explain 3 types of goals, which are important to an organization as we as explanations and elements involved in created strategy of an organization. Organizations are built with the goal of the profitability through process in mind. The organization control approach incorporates goals and strategy used to reach them. ( Jul 2015) Using their mission statements, top managers do strategic planning to determine what the organization long-term goals should be for the next 1-5 years with the resources they expect to have available. Strategic management is a level of managerial activity bellowing setting goals and above tactics. ( 2015). Strategic management provides overall direct to an enterprise. Strategic planning requires visionary and directional thinking. It should communicate general and profit goals and ways to achieve them. Strategic management provides overall direction to the enterprise. Objectives are determined by the results of the strategic assessment. These objectives should run parallel on a timeline, some short-term and others long-term. (Kincki & Williams 2015) Tactical Planning’s by done by middle management, they are normally given a 6-25 month time frame. The strategic priorities and policies are passed down to middle managers that determine what contribution their departments or similar......

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Strategic Planning

...Strategic Planning {What is it? How do you do it?} [pic] 2008 Table of Contents Page Content 3-4 Introduction 5 Section 1: The “What” of Strategic Planning 6 Why should departments and agencies plan strategically? 7-8 Section 2: The “How” of Strategic Planning 9-10 How do I gather data and where do I get it from? 11 Participant Selection 12 Survey/focus group question development 12-14 Core Values Development 15-17 Organizational “Purpose” Development 17-19 Organizational “Vision” Development 19-20 Organizational “Mission” Development 20-22 Organizational “Goals and Objectives” Development 22-25 What are Action Steps and how are they developed? 25 Performance Audit – Review of Organizational Strengths, Weaknesses, Opportunities, Threats [SWOT] 26 Gap Analysis – Compare SWOT analysis information with Draft goals and objectives 26 Contingency Planning – Worst and Best Case Scenarios 26 Integrated Functional Plans – Action Steps 27 Implementation Considerations 27 Monitoring and Evaluation 28 -42 Short Cut – Simplified Planning Model 43-57 Section 3: Sample Plan 58 Points to Remember Introduction This document is intended to provide the reader with information about strategic planning. It is organized into three sections to help the reader better understanding what strategic planning is about and how it...

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