Notes 1,2,3,4 KIN 202- Applied Nutrition for Health and Performance
KIN 202- Applied Nutrition for Health and Performance
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KIN 202- Applied Nutrition for Health and Performance
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This 19 page Class Notes was uploaded by ec on Friday August 28, 2015. The Class Notes belongs to KIN 202- Applied Nutrition for Health and Performance at University of Miami taught by in Summer 2015. Since its upload, it has received 104 views.
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Date Created: 08/28/15
MGT 401 STRATEGIC MANAGEMENT FALL 2015 KY Professor Dr Marianna Makri Associate Professor in Corporate Strategy amp Entrepreneurship Office 414L Jenkins Building Phone 305 2848586 Email mmakrimiamiedu Office hours by appointment Timing amp Location Wednesdays Section KY SB408 625 905 I encourage you to use email to discuss issues that may not require a facetoface interaction YOU NEED TO CHECK ANNOUNCEMENTS REGARDING THIS CLASS VIA BLACKBOARD AT LEAST TWICE A WEEK Course Material 1 Dess amp Lumpkin Strategic Management McGrawHill Irwin any edition Can be purchased through any online bookstore The book is optional 2 Harvard Online Case packet To purchase the Harvard online case packet use this url Collection URL httpscbhbspharvardeducbmpcoursepMscopv38242815 Course Objectives This course takes a top management perspective on managing the rm We will analyze relationships among the rm its strategy and its environment The course has two main learning objectives 1 To familiarize students with strategy terminology 2 To familiarize students with the Strategy Toolkit Porter s 5 Forces Industry Analysis amp ERRC Framework SWOT Analysis Value Chain Analysis Formulating Business Level Strategies Corporate Level Strategies Corporate Governance Evaluation The course is taught primarily through the case method with an emphasis on class discussion and constructive debate The textbook Dess amp Lumpkin and lecture notes Blackboard provide an overall intellectual framework which is supplemented by additional handouts and readings Readings and lectures help illustrate strategic management theories and frameworks Case discussions and experiential exercises provide opportunities to apply these theories and frameworks Integrating your business experience will greatly enhance our learning experience Students are expected to produce professional quality written reports and work in teams to produce a team project and presentation evaluated both by peers and myself Further through problems embedded within the nal exam as well as quizzes students will be able to use appropriate analytical models techniques and frameworks to identify problem issues and solutions Teaching Philosophy I believe in maintaining a relaxed atmosphere in the class Students are encouraged to participate actively in class discussions While I will highlight and explain theory that is relevant to the subject you are encouraged to constantly think about how the taught concepts can be applied to real world situations I would encourage you to bring out examples from your life which you think are related to the matter being discussed The intent of this class is not merely to make you memorize every term and jargon that is used Rather focus on understanding what strategy is and how you can develop effective strategies for your future organizations Attendance Students are not required to provide an explanation for missed classes However the Department maintains a firm 80 policy regarding attendance Students failing to attend at least 80 of class sessions do not qualify as having completed the course and will not receive a passing grade Dropping the Course If you wish to withdraw you must officially drop the course University policy governs withdrawing from a course Incompletes Only students unable to complete the course for a verifiable nonacademic reason such as accident or illness confining the student to the hospital will receive an Incomplete I grade The professor and Department Chair must approve all Incomplete grades in advance Cell phones Before entering class please turn off and put away cell phones and other beeping or ringing devices Laptops Use of a laptop iPad or Tablet PC is permitted only if 1 it is used for class function such as taking notes or following lecture notes 2 the use does not distract the student from paying attention to class content and 3 the use does not distract other students in class Activities such as checking messages and browsing the internet are expressly prohibited Email When sending emails please include your section in the subject line 1K or 1U and use your real name For all correspondences I use the email address listed in Blackboard registered through MyUM to contact you so ensure your email account listed with MyUM is uptodate Accessibility Resources Reasonable accommodations will be provided for students who with documented disability registered with the Office of Disabilities who present accommodations letters at the beginning of the semester I will work with the Office of Disabilities to determine the best accommodations which may vary from course to course Contact Accessibility Resources 305 284 2374 for more information about accommodations Academic Integrity Academic dishonesty in any form is not tolerated and the Undergraduate Student Honor Code and the School of Business Honor Code are in force at all times Students are responsible for reading understanding and abiding by these Honor Codes which are available from the Office of the Dean of Students Violations include taking extra time for quizzes and plagiarizing case writeups Violations may result in failing the course andor referral to the Honor Council for disciplinary action Grade Errors and Disputes Whenever you believe that you have received an incorrect grade you are encouraged to return the assignment for re grading However please ensure that all such requests are submitted in the following manner Type your comments on a separate piece of paper and return it to me along with the graded assignment Your request for re grading must clearly indicate why you believe you deserve a higher grade Do not try to discuss the problem with me before putting it in writing Sometimes typing errors do occur but ultimately you are responsible for keeping track of your grades All questions and concerns regarding final grades are to be directed to me Grade disputes will follow official University procedures as outlined in the General Catalog COURSE COMPONENTS amp SCALING Exams 2x100 200 points Individual Papers 2 x125 250 points Pop Quizes 2X50 100 points Team Case 200 points Team Presentation Business Articles 80 points Peer Evaluation 50 points Class Contribution 120 points Total Points 1000 points Note 65 of your grade is based on individual work while 35 is based on team effort team project presentation and peer evaluations Overgll Grades Letter grades will be awarded according to the following scale 969 to 1000A 930 to 969 A 900 to 929 A 875 to 899 B 830 to 874 B 800 to 829 B 775 to 799 C 730 to 774 C 700 to 729 C 650 to 699 D 0to649 F Before Coming to Class In the tentative schedule the major topics that will be taught in class are outlined You are expected to read the relevant portions of the text and cases before coming to class as this will aid in your understanding of the subject The format will be mainly discussionbased as opposed to lecturebased Class Contribution Class contribution 12 of your grade refers to anything contributing to our learning environment including class discussion bringing in case update materials relevant articles video clips or setting up guest speakers Cont1ibuting requires quality preparation before class Most cases do not have a quotrightquot answer but there are unsubstantiated and wrong answers I am interested in your views and rationale If class consensus differs it need not diminish the value of your cont1ibution Critically listen to peers and if you disagree then explain how and why your viewpoint differs I encourage respectful debate creativity and expression of ideas If concerned about your ability to contribute contact me immediately so we can work to improve your oral communication skills Missing class and disruptive behavior adversely affect cont1ibution Although based on experience and careful observation contribution is a subjective non negotiable assessment made by the professor Please see grading rubric below for more info Peer EvaluationsAt the end of the semester your group members will be asked to evaluate you based on your contribution to the team project Peer evaluations will constitute 50 points 5 of your total grade Exams There will be two exams in this course each worth 100 points Both will be closed book closed notes The exams will be consisted of multiple choice tvpe questions covering material from the inclass lectures and assigned articles For you to have the opportunity to make up an exam I must approve the absence before the exam is administered Make up exams will be given only in exceptional circumstances and only when documented proof is provided Two Pop Quizes will be administered at some point during the semester You will be tested on the assigned readings for that day including cases so make sure you come to class prepared Individual Papers Two individual papers each worth 125 of your final grade are due based on the Audible and Random House cases These papers should be no longer than 5 pages singlespaced not including any tables or figures that you may want to include Works cited can be included as footnotes Team Case The team case will be based on The Castiglioni Family and MV Agusta case More information will be provided at a later date Team Presentation Business Articles On April 17th you will present as a team a business article that you found interesting You need to explain how it relates to a specific topic we have covered in this course A great presentation is one that integrates lecture notes with the Harvard articles as well as the business article of your choice Please refer to page 8 of the course syllabus for the grading rubric An average presentation length is Good topics of discussion are MampAs alliances divestitures diversification decisions changes in business strategy A great presentation doesn39t just describe what the article says but also takes a position meaning do you agree with the company39s strategy based on what we have learned e g did the acquisition make sense does a specific diversification decision take the company too far off the core etc Also it is very important that you integrate the lecture notes and Harvard articles that we have covered This presentation is worth 8 of your final grade F Delays in submission of assignments You are urged to submit all assignments on time For all delayed assignments team project there will be a penalty of 20 per day off the maximum grade you would have earned on the assignment Any submission received more than 3 calendar days after it is due will earn no credit Syllabus Subject to Change I reserve the right to alter any or all of the above policies as necessary to meet the needs of this class MGT 401 Strategic Management Fall 2015 Date What we are doing in class that day Readings amp Assignment for the Class 0 Read Article Are you sure you have a Read Before the First strategy Posted on Blackboard BB Class August 26th 9 Review Syllabus Read Case 1 Update The Music 0 Lecture Chalm Industry in 2006 9 The 5 elements of strategy In class exercise 9 September 2nd 9 Lecture Chapter 2 OT amp Read Case 2 Harlequin Porter s 5 Forces Read Articles Harvard Packet 9 Bicycle Retail Exercise Posted on Finding your next core business BB Creating Bold Innovation in Mature 9 Discuss Music Industry Case Markets 9 September 9th Read Case 3 The Home Depot 9 Discuss Harlequin Case and assigned articles 9 Lecture Chapter 3 The Internal Environment 9 September 16th Read Case 4 eHarmonv 0 Discuss The Home Depot Case 0 Lecture Chapter 5 Business Level Strategies September 23rd 0 Discuss the eHarmony Case Read Case 5 IMG 9 Lecture Chapter 6 Corporate W Strategy How Market smarts can protect property rights Creating Corporate Advantage September 30th Read Case6 UTV and Disney A 0 Discuss IMG Case Strategic Alliance Read Articles When to Ally and when to acquire Harvard Packet Date What we are doing in class that day Readings amp Assignment for the Class Don t Integrate Your Acquisitions Partner with them Harvard Packet October 7th 9 Discuss assigned articles Read Articles posted on BB on 0 In class Reading on Delta NW COTPOI ate GOVCI IlaIlCC Merger 9 Discuss the UTV Disney Strategic Alliance Case 0 Discuss the Audible Case October 14th 0 Lecture on Organizational Structure 0 Lecture on Corporate Governance October 21st Work on Individual Paper 2 Random House Case October 28th Discuss Random House Case November 4th Exam 2 November 11th Team Presentations Business Articles November 18th Team Presentations Business Articles December 2nd LAST CLASS r GRADING RUBRIC FOR INDIVIDUAL PAPERS 1 Responds fully to the assignment ie answers all questions and clearly identifies all implicationsrecommendations 2 Correctly applies theoretical frameworks taught in class ie strategy toolkit and accurately uses strategy terminology 3 Exercises good critical thinking ie makes logical arguments that are supported by evidence provided in the case The reader can easily see the connection between the support and the analysisargument 4 It is focused wellorganized and cohesive 5 Correctly documents and cites sources 6 It is free of errors in grammar punctuation spelling and follows format guidelines 7 Displays originality and creativity 5 point Scale for all items 1 Excellent A A 2 Very Good B B 3 Adequate B C 4 Weak C C 5 Poor D CLASS CONTRIBUTION Positive Attributes 1 Offers questions or comments during class 2 Visits podium after class or during office hours in order to clarify ideas 3 Offers questions or comments via email 4 Emails relevant articles from the recent business press to the professor at least 3 days prior to class meeting time Negative Attributes 1 Skips class 2 Shows up late 3 Sleeps or eats in class 4 Exhibits disruptive behavior has cell phone on sends text messages uses laptop to engage in online activities that are not related to class 3 point Scale for all items 1 FrequentlyAlmost Always 2 Occasionally 3 SeldomAlmost Never GRADING RUBRIC FOR TEAM PRESENTATION High Pass 50 points Pass 30 points Fail 15 points Organization amp Has a clear opening Has opening Loses focus more Logical Flow statement and clear statement relevant than once Hard to conclusions a logical to the topic relevant follow and ow and good transitions conclusions and is transitions poorly from one slide to the mostly organized from one slide to next Ties sections with good next Does not together Effective time transitions It could manage time management use some editing effectively Quality of Readable professional Readable Sloppy difficult to Slides and imaginative without professional read Many slides being a distraction are super uous Professionalism Dresses as if already a Casual dress word Casual dress Voice amp Pace working professional choice is acceptable informal and Confident shows no slang keeps inappropriate use of command of topic nervousness under language Excellent delivery control Delivery is Mumbling hard to projects enthusiasm and mostly clear and understand too uses appropriate pace natural Appropriate loud too soft to and volume pace and volume fast too slow Rapport with Eye contact with Looks at slides to Relies heavily on audience audience catches keep track with slides or notes audience s interest presentation Makes little eye throughout does not rely Maintains eye contact to the point on notes or heavily on contact and engages where the audience slides the audience most is disengaged of the time Ability to Answers all questions Can address most Cannot answer basic answer with relevant and correct questions with questions questions information Speaks relevant and correct confidently information BEHAVIORAL MANAGEMENT 304 EMILIE CROONENBERGHS FINAL STUDY GUIDE mganizational Behavior 1 Organizational Behavior Overview Interpersonal Skills Manager Organization Managerial Functions Interpersonal Informational Decisional Management Skills Technical amp Human Skills amp Conceptual SkiIIs Traditional Management Communication Human Resource Management Networking Organizational Behavior D Individual Groups Structure OB Model D Inputs Process Outcomes Attitudes amp Stress Task Performance Citizenship Behavior Withdrawal Behavior Group Cohesion Group Functioning Productivity D Effectiveness amp Ef ciency Survival Organizational Behavior 2 Managerial Challenges amp Research Methods Systematic Study amp Approach Evidence Based Management Intuition Phsycology Social Phsycology Sociology Anthropology Contingency Variables Dependent Variables Independent Variables Responding to Economic Pressure Responding to Globalization Managing Workforce Improving Job Satisfaction Improving People SkiIIs Stimulating Innvation and Change Coping with quotTemporarinessquot Working Networked Organizations BEHAVIORAL MANAGEMENT 304 EMILIE CROONENBERGHS FINAL STUDY GUIDE Helping Employees Balance Work and Life Con icts Positive Work Environment Improving Ethical Behavior Research amp Research Process Variable amp Hypothesis Dependent Variables Independent Variables Contingency Variables Moderating Causalty Correlation Coe cient Theory Caveat Emptor Case Study Field Survy Laboratory Experiement Field Experiement Aggregate Quantitabtive Reviews mganizational Behavior 3 Attitudes job Satisfaction Attitudes Cognitive Attitude Behaviriroal Attitude Affective Attitude Cognitive Dissonance Mitigating Variables Job Satisfaction Job Involvment Psychological Empowerment Organizational Commitment Affective Continuance Normative Perceived Organization Support Employee Engagement The Single Global Rating The Summation ofJob Facets Critiques of the the measurments Causes ofJab Satisfaction Exit Voice Loyalty Neglect framework Outcomes ofJob Satisfaction mganizational Behavior 4 Emotionsamp Moods in Organizations Myth of Rationality Affect Emotion Mood 6 Main Emotions HPA LPA HNA LNA Personalities BEHAVIORAL MANAGEMENT 304 EMILIE CROONENBERGHS FINAL STUDY GUIDE Day amp Time of the Week Weather Stress Social Activities Sleep Ages Gender Excersive Emotional Labor Emotional Dissonance Felt Emotions Displayed Emotions Surface Acting Deep Acting Emotional Regulation Strategies to change Emotions Emotional lntellegence Conscientiousness anitive Emotional Stability Emoltional Episode Emotional Fluctutations Emotion Driven Behavior Emotions applied to OB Emotional Contagion Ojanizational Behavior 5 Personality 83 Values Personality De nition Self Report Surveys Observer Ratings Surveys Personality Nature Vs Nurture Characteristics of Heredity Personality Myers Briggs Type Indicator EorlSorNTorFPorJ INTJ Visionaries ESTJ Organizers ENTP Conceptualizers The Big Five Personality Model Personality Traits Values De nition Terminal or Instrumental Boomers Xers Nexters Hollands Typology of Personality and Congrovent Occupation Model 6 Types of people BEHAVIORAL MANAGEMENT 304 EMILIE CROONENBERGHS FINAL STUDY GUIDE Hofstedes Five Value Dimensions Power Distance Individualism vs Collectivism Masculinity vs femininity Uncertainty avoidance Longterm vs short term orientation GLOBE mganizational Behavior 6 Diversity in Organizations Diversity De nition Workplace Diversity Surface Level Diversity Deep Level Diversity Ages Gender Race and Ethnicity Disbility Tenure Religion Implicit Associations Test 3 Categories of Physical Ability Diversity Management Ttracting Selecting Developping and Retaining Diverse Employees Diversity in groups Effective Divrsity Programs Discrimination Unfair Discrimination Discrimination Polocies or Practises Sexual Harrassmenet lntimadation Mockery and lnsulys Exclusion lncivillity Ability De nition lntelectual Abilities Physical Abilities Number Aptitude Memory Perceptual Speed Verbal Compreghension Inductive Reasoning Deductive Reasonning Spatial Visualisation Organizational Behavior 7 Perceptions BEHAVIORAL MANAGEMENT 304 EMILIE CROONENBERGHS FINAL STUDY GUIDE Perception Defnition Factors that affect perception Attribution Attribution Theory Internally or Externally Causes Distinctiveness Consensus Consistency Fundamental Attribution Error SelfServing Bias Selective Perception Halo Effect Contrast Effect Stereotyping Employment Interview Performance Expectations Pygmalion Effect Self Ful lling Prophecy Performance Evaluation Perception and Decision Making mganizational Behavior 8 Decision Making The rational model of decision making The 6 steps Decision maker has full info ability to indentify all relevant options option with highest utility Rational model is not real world The Bounded Rationality Model Intuition Overcon dence Bais Anchoring Bias Con rmation Bias Availability Bias Escalation of Commitment Randomness Error Risk Aversion Hinndsigh Bias Organizational Constraints Performance Evaluations Reward Systems Formal Regulations System Imposed Time Constraints Historical Precendents 3 different ethical considerations Utilitarian Criterion BEHAVIORAL MANAGEMENT 304 EMILIE CROONENBERGHS FINAL STUDY GUIDE Focus on Rights Impose amp Enforce Rules Fairly Creativity Expertise Creative Thinking Skills lntrisic Task Motivation mganizational Behavior 9 Motivation Concepts Motivation Intensity Direction Persistence Maslow39s Hierachy of Needs Psycological Safety Social Esteem SelfActualization Lower order needs Higher order needs Theory X Theroy Y Two Factor Theory Hygiene Factors McClellands Theory of Needs Need for Achievement Need for Power Need for Af liation Self Determination theory Cognitive Evaluation Theory Goal Setting Theory Contingencies in Goal Setting Reinforcement Theory Eqity Theory Organizational Justice Distributive Justice Procedural Justice lnteractional Justice Expectancy Theory wanizational Behavior 10 Foundations of Group Behavior Part 1 1 Role Identity 2 Role perception 3 Role Expectations 4 Role Con ict BEHAVIORAL MANAGEMENT 304 EMILIE CROONENBERGHS FINAL STUDY GUIDE Group Property Norms Performance Norms Appearance Norms Social Arrangement Norms Resource Allocation Norms 10Conformity 11The Asch Study of Cards 12Reference Groups 13Deviant Workplace Behavior Organizational Behavior 11 Foundations of Group Behavior Part 2 wmsew Group Property Status Status Charecteristics Theory Status and Norms Status and Group Interaction Status inequity Group Property Size Social Loa ng Small Groups Large Groups Group Property Cohesiveness Relationship between Group Cohesiveness Performance Norms and Productivity Group Property Diversity Groups vs The Individual Groupthink Groupshift Group Decision Making Techniques Brainstorming The Nominal Group Technique Computer Assisted Group Electronic Meeting Evaluating Group Effectiveness Model mganizational Behavior 12 Understanding Work Teams Work Group Performance Work Team Problem Solving Teams SelfManaged Work Teams CrossFunctional Teams Virtual Teams Creating quotEffectivequot Teams Team Effectiveness Model Contextual Factors Adequate Resources Leadership and Structure BEHAVIORAL MANAGEMENT 304 EMILIE CROONENBERGHS FINAL STUDY GUIDE Climate of Trust Performance Evaluation and Reward Systems Team Composition Abilities of Members Personality of Members Allocation of Roles Diversity of Members Organizational Demography Proper Leader Size of Temas Member Preferences Team Processes Common Plan and Purpose Speci c Goals Team Ef cacy Mental Models Con ict Levels Relationship Con icts Social Loa ng Selecting Hiring Team Players Training Creating Team Players Rewarding Providing Incentives to be a good Team Player Group Teams Tests Ojanizational Behavior 13 Communication Communication Perfect Communication Control Motivation Emotional Expression Information The Communication Process Downward Communication Upward Communication Lateral Communication Oral Communication Written Communication Nonverbal Communication Body Language Facial Expressions Physical Distance Three Common SmallGroup Networks Formal Organization The Chain BEHAVIORAL MANAGEMENT 304 EMILIE CROONENBERGHS FINAL STUDY GUIDE The Wheel The All Channel The Grapevine Electronic Communication Emails Drawbacks Types of Electronic Communication Information Richness and Communication Channels NonRoutine Communications Filtering Selective Perception Extreme emotions Language SHence Social Anxiety Lying Misrepresentation of Information Cross Cultural Factors Semantics Word Connotations Tone Differences Tolerance for Con icts and Methods to Resolve Con icts High Context Cultures Low Context Cultures Culture Guide Organizational Behavior 14 Leadership in Organizations Part 1 Organizational Behavior 15 Leadership in Organizations Part 2 Organizational Behavior 16 Power amp Politics in Organizations Part 1 Organizational Behavior 17 Power amp Politics in Organizations Part 2 Organizational Behavior 18 Con ict amp Con ict Management Con ict De nition The Traditional View of Con ict The lnteractionist View of Con ict Types of Con ict Con ictIntensity Continuum The Con ict Process Dimensions of Con ictHandling Intentions Con ict Management Strategies Con ict Management Techniques Cultural Difference in Con ict Resolution mganizational Behavior 19 Negotiations Negotiation De nition Distribute Versus Integrative Bargaining Strategic Essentials Bargaining Zone BEHAVIORAL MANAGEMENT 304 EMILIE CROONENBERGHS FINAL STUDY GUIDE Staking Out the Bargaining Zone Distributive Negotiation Integrative Negotiation The Negotiation Negotiation Pitfalls Individual Difference in Negotiation Effectiveness Personality Traits in Negotiation Moods and Emotions in Negotiation Culture in Negotiations Gender Differences in Negotiations The Roles and Functions of ThirdPart Negotiation Organizational Behavior 20 Foundations of Organizational Structure Organizational Behavior 21 Organizational Culture Organizational Behavior 22 Organizational Change amp Stress Management
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