Course BA-4305-001 Strategic Management

Professor Ramya R Aroul

Term Fall 2007
Meetings 10-11.15 am MW
Writing Tutor Sarah Moore

Professor’s Contact Information

Office Phone 972-883-6112

Other Phone 469-955-9739
Office Location SM 4.102
Email Address Through WebCT
Office Hours F 5-6 pm

General Course Information

Pre-requisites, Co- Co-requisite: BA 4371;

requisites, & other Prerequisite: BA 3341, BA 3351, BA 3352, BA 3361, and BA 3365 – no
restrictions exceptions made
This is a capstone-level course requiring integration of all fields of business.
Students will draw on their broadened awareness of various environmental
influences (social and political) to solve business problems. Management
alternatives will be examined with an ethical perspective relating policy
trends to the strategic planning mode. Group and individual assignments will
be graded on content and written and oral presentation skills.
The Strategic Management course has been designated a capstone course in
business at the University of Texas at Dallas. The purpose of a capstone
course is to integrate the learning achieved in individual business courses
taken to earn a business degree. The knowledge acquired in finance,
accounting, operations, MIS, marketing, and organizational behavior classes
will be utilized to study the strategic management of the firm as well as the
Course Description
responsibilities of the general manager.
The approach of the class is practical and problem oriented. The major part
of the course will involve applying concepts, analytic frameworks, and
intuition to the strategic issues that real-world companies face. These issues
are presented in case studies and in the form of an eight round simulation
exercise. Students will participate in a simulation that requires taking into
account multiple decision-making factors while balancing all sectors of the
firm’s environment. Also the students will participate in an individual
simulation assignment where they would play against the computer followed
by a test. For the class to work well – and for you to benefit from it –
attendance and preparation for each class meeting is essential.

By the end of this course, students must be able to do the following:

ƒ Students will be able to complete an external and internal analysis
of a firm.
ƒ Students will be able to identify the strategic problems of a firm.
Learning Outcomes
ƒ Students will be able to develop solutions to a firm’s strategic
issues.
ƒ Students will be able to integrate skills acquired in finance,
accounting, marketing, and MIS courses to create a successful firm
 strategy.
ƒ Students will be able to write using effective technical requirements
including organization, mechanics, and style.
ƒ Students will be able to practice and apply gathering, incorporating
and interpreting source material in their writing as appropriate to
strategic management.
ƒ Students will be able to write documents directed toward a business
audience using effective written arguments.
Writing requirement
Students will develop competency in written communications. Each
student will complete a minimum of 15 pages of double-spaced written
assignments in this course, which will be graded by writing tutors using
3 rubrics, each with a total possible 10 points. The failing papers will be
rewritten with corrections by the students. Rewritten papers must be
submitted no later than one week after the graded papers are distributed
by the instructor.
1. Students will write a firm case analysis draft using appropriate
organization, mechanics, & style.
a. Grading will utilize the below rubric:

Criteria 0 1 2 Total
Grammar Several One or two No
grammar errors mistakes
errors
Spelling Multiple One or two No spelling
spelling errors errors errors
Word Choice Below Good word Excellent
average word choices word
choices choices
Paragraph/Sentence Poor Good Very well
Organization and Flow organization organization organized
Professional Style Poor Acceptable Excellent
Total Points 10
b. Criteria for rewriting is as follows:
i. A paper scoring a zero in any of the five
criteria must be rewritten.
ii. For all papers totaling 6 or under, the paper
must be rewritten.
iii. For all papers totaling 5 or under, the student
must make an appointment with the writing
tutor.
2. Students will write a firm case analysis draft gathering,
incorporating and interpreting source material in their writing.
a. Grading will utilize the below rubric:

Criteria 0 1 2-3 Total

Citation of Missing citations Minor errors Correct
Sources, In Text in citations citation of
sources
Works Cited Missing entries Minor errors Correct
Page citation
Incorporation of Floating Slightly Seamless
quotations quotations choppy integration
integration
 Presentation of Numerical data Some use of Clear tables
data mixed in tables & & charts
paragraph form charts
Total Points 10

b. Criteria for rewriting is as follows:

i. A paper scoring a zero in any of the five
criteria must be rewritten.
ii. For all papers totaling 6 or under, the paper
must be rewritten.
iii. For all papers totaling 5 or under, the student
must make an appointment with the writing
tutor.
3. Students will write a firm case analysis draft using effective
written arguments.
a. Grading will utilize the below rubric:
Criteria 0 1 2-3 Total
Thesis statement Thesis not Thesis stated Thesis is
identified but not clearly stated
precisely
Evidence No supporting Support is Evidence
presented evidence vague logically
supports
argument
Argument Flow Poor Good Very Well
and organization organization organized
Organization
Solutions No solutions Solutions are Solutions are
proposed offered vague specific
Total Points 10

ƒ The required text for this course is: Gregory G. Dess, G.T.
Lumpkin, and Alan B. Eisner (2006): Strategic Management. Text
and Cases (3rd edition). McGraw-Hill: Boston. ISBN-10:
Required Texts & 0073267201
Materials ƒ Group Simulation: Capsim’s FOUNDATION simulation tool from
www.capsim.com.
ƒ Individual Simulation: Capsim’s COMP-XM simulation tool from
www.capsim.com

Assignments & Academic Calendar

READINGS
[COMPLETED TOPIC FOR CLASS DISCUSSION & QUIZ
DATE CASE SIMULATION
BEFORE CASE PREPARATION
LECTURE]
Syllabus, Doing library research, Pre-test, Strategic
Mon No readings Case
Management, Open discussion
Aug 20 Syllabus Assignments
Meeting the writing tutor, Strategic Management Introduction,
Wed
Chapter 1 Open discussion, Form groups for simulation registration, &
Aug 22
selection of groups
 Mon
Chapter 2 Analyzing the External Environment of the Firm
Aug 27
Wed Assessing the Internal Environment of the Firm Sample Case: Submit Q1 (Aug 27
Chapter 3
Aug 29 Case Discussion Ford until midnight Sep 3)
Mon
Labor Day
Sep 3
Wed Chapter 4 Firm's Intellectual Assets Case 1: The Submit results of
Submit Q2 (Sep 3 until
Sep 5 Casino Industry PR1
midnight Sep 10)
Mon Chapter 4 Firm's Intellectual Assets Case 2: Submit results of
Sep 10 Case Discussion Wal-Mart PR2
Wed Chapter 5 Business-Level Strategy Submit Q3 (Sep 10
Sep 12 Case Discussion until midnight Sep 17)
Case 3:
Mon Chapter 6 Business-Level Strategy Submit results of
McDonald’s
Sep 17 Case Discussion R1
Case 4: Submit Q4 (Sep 17
Wed Chapter 6 Corporate-Level Strategy
Southwest until midnight Sep 24)
Sep 19 Case Discussion
Mon
Chapters 1-6 Catch-up and Review
Sep 24
Wed
MIDTERM EXAM (CH 1-6)
Sep 26
Digital Business Strategy
Mon Chapter 8 Case 5: Submit results of
Case Discussion
Oct 1 JetBlue R2
Feedback and suggestions
Case 6: Submit Q5 (Oct 1 until
Wed Chapter 7 International Strategy
Yum! Brands midnight Oct 8)
Oct 3 Case Discussion
Mon Chapter 7 International Strategy Case 7: Submit results of
Oct 8 Case Discussion Starbucks R3
Wed Submit Q6 (Oct 8 until
Simulation review
Oct 10 midnight Oct 15)
Mon Submit results of
Chapter 9 Strategic Control
Oct 15 R4
Wed Submit Q7 (Oct 15
Chapter 9 Corporate Governance
Oct 17 until midnight Oct 22)
Mon Submit results of
Chapter 10 Organizational Designs
Oct 22 R5
Wed Chapters 11 Strategic Leadership Submit Q8 (Oct 22
Oct 24 until midnight Oct 29)
Mon Chapters 12 Submit results of
Innovation Management
Oct 29 R6
Wed Chapters 12 Submit Q9 (Oct 31
Corporate Entrepreneurship
Oct 31 until midnight Nov 5)
Mon Chapters 13 Submit results of
New Ventures
Nov 5 R7
Wed Special topics in Strategy 1: Submit Q10 (Nov 5
-
Nov 7 Strategy in emerging economies until midnight Nov 12)
Mon Special topics in Strategy 2: Submit results of
-
Nov 12 Alliances and joint ventures R8
Wed - Special topics in Strategy 3:
Nov 14 Cross cultural management
Mon Simulation Report
- Post test, Report writing
Nov 19 Due (Nov 26)
Wed
- Catch-up and Review
Nov 21
Mon
FINAL EXAM (7, 9-13)
Nov 26
Wed
Submit results of COMPXM by midnight
Nov 28

Course Policies

The following grading scale is offered to aid students in understanding the

requirements to achieve personal class goals. The grade of ‘A’ requires a
minimum 90% on course work – a grade reserved for students who
demonstrate superior knowledge of classroom and assigned material. Final
course grades are based upon the following:

Individual Exams: 30%

(15% - Midterm 15% - Final Exam)
Individual written assignments: 30%
(10% of the writing assignment grade (3% of the course grade is
assigned to the writing grade)
Group simulation project: 20%
(25% of the group simulation grade(5% of the course grade is assigned
to the peer evaluation)
Weekly quizzes: 10%
COMP-XM 5%
Class participation: 5%
GRADING
Your grade in this course is determined as follows:
Grading (credit) Grading Scale:
Criteria
100+ A+
94-99 A
90-93 A-
87-89 B+
84-86 B
80-83 B-
77-79 C+
74-76 C
70-73 C-
67-69 D+
64-66 D
60-63 D-
Below 60 F

Make-up Policy Students not present for an exam will be assigned a grade of “0” unless
PRIOR arrangements have been made or an acceptable excuse provided.
 Excused exam makeup is at the instructor’s discretion and in accordance
with departmental policy.
Late work will not be considered and assigned a grade of “0” unless prior
Late Work
permission is got from the instructor.

IN-CLASS ASSIGNMENTS
I may periodically assign additional assignments not listed on the syllabus.
Per my discretion, there may also be unannounced in-class only assignments
given for extra credit. You must be in attendance in order to receive any
credit. Also, we may have guest lecturers and or films shown throughout the
course with associative assignments. You are expected to complete these
assignments on time.

QUIZZES:
Web-based quizzes will be given weekly. These are open book/open note
and will cover the weekly class material. Material will cover any previous
assigned chapter readings/discussions/lectures. These are designed to aid you
in your learning and help prepare you for the exams. Your top 8 quiz scores
will be used in calculating your final grade (2 lowest scores dropped).
Quizzes will be available beginning on Monday, August 27th (see WebCT
for further details). No excused absences will be given without a written
excuse from a doctor or academic dean.

EXAMS
There will be two exams, a mid-term and a final. Exam questions stem from
the Strategic Management textbook as well as outside materials that may be
brought in by the instructor and/or students. Exams are primarily multiple-
choice with the possibility of short answer. Make-up exams are allowed for
Special Assignments excused absences only. Excused absences include, but are not limited to,
sickness, a death in the family, and personal/family injuries. Contact must be
made with the instructor or student services prior to the scheduled exam time.
If contact is not made according to this guideline, students should not expect
make-up exams to be offered.

INDIVIDUAL CASE ANALYSIS:

Students must be prepared by reading the cases assigned for the class. I will
have a quiz (open book) during the case discussion on the assigned case and
points scored will be counted towards the class participation.

WRITTEN ASSIGNMENTS:
You have to choose 4 cases from the syllabus for producing a written case
analysis. You have to submit two copies of the assignment. Also submit your
assignment through WebCT. Two of these cases must be submitted before
the midterm. Each case analysis is due at the beginning of each class when
the case is scheduled to be discussed. No case write-ups are accepted after
we discussed a case in class – even if you did not attend the particular
class!
Each case should be a comprehensive analysis of the facts of the case and
application of concepts discussed in the lecture or sourced from the textbook
using the questions in the cases. Your case analysis grade will be based on
the quality of your work.
ƒ Your position is that of a business consultant to the chief executive
officer of the company. You have been hired to do a strategic
 analysis of the company and the industry using case materials, library
research, electronic data sources, and tools suggested by the text. The
goal is to determine what direction the company should take and make
specific recommendations about what the company should do next
and why.
ƒ Including quantitative analyses (e.g. such as financial ratios, industry
sales, and competition figures) is highly recommended. Clever use of
exhibits can dramatically enhance the quality of the paper.
ƒ Library research AND online research (called “due diligence” in the
business world) is REQUIRED. As a guide, each of your cases
should have at least 5 references listed. Try and avoid the “Google”
method of report writing and use the library’s amazing resources,
such as the access to electronic periodicals of 100’s of business
journals and documents to make your recommendations. A
bibliography is required according, providing a full list of references.
ƒ Hand in two copies of your written report. Keep an additional copy
for yourself.
The content of the written cases will be graded according to the individua
ability to find, sift through, and compile information pertinent to this assignme
Thoroughness, accuracy, and keen analysis should come through in this port
of the paper.

Suggested formatting details:

A. An executive summary (not to exceed 2 pages) is required.
B. Sub-titles are required. (At least introduction, analysis, alternatives, and
conclusions are required)
C. A section that discusses the strategic options and the selected
recommendation by you is required.
D. Exhibits and References. (Exhibits should be labeled sequentially and in
the order they are discussed in the text. If you do NOT talk about an
exhibit in the text, it probably isn’t doing anything except taking up
space. Thus, your grade depends on how well you integrate figures and
tables into the discussion.

Strengthening aspects in your case-reports

1. Evidence of thorough case study.
2. Judgments supported by evidence from the case or outside sources.
3. Identification of the key drivers and/or forces in the external
environment and how that may affect the future of the firm or the
industry.
4. Identification and evaluation of pertinent company’s capabilities,
weaknesses, resources, and sources of competitive advantage in the
context of the industry and its competitive environment.
5. Clear articulation of the issues you are addressing.
6. Use of professional tools and concepts from the text and lectures. (This
includes tools used in other courses such as ratio analysis or market
share analysis.)
7. Alternatives that are realistic and draw from the analysis.
8. Examination of tradeoffs associated with alternatives.
9. Justification for the recommendation that is consistent with company
strategy and its resources.

Damaging aspects in your case-reports

 1. Poorly edited or organized or presented clearly (i.e. Failure to
proofread ANY written material and correct obvious misspellings,
errors, and sloppy grammar)
2. Mere repetition of case facts without analysis. (I.e. Rehash of the facts
of the case is not value added and should be avoided.)
3. Failure to identify outside sources.
4. Exhibits that are extraneous to the analysis. The reader or viewer is left
to draw his/her own conclusions and wonder why the exhibit is there.
5. Failure to ANALYZE. Don’t just give facts, do ANALYSIS!
6. Lack of consideration of non-economic issues (i.e. firm culture, values,
ethics) if it is relevant.
7. Failure to support opinions by evidence or logical explanation.
8. Lack of adequate outside research, such as relying on Google or
Wikipedia for information versus the library’s databases.

GROUP SIMULATION:
The group simulation exercise will allow students to practice some of the
key concepts and theories learned in the course while managing in a
competitive business environment. There will be eight formal rounds and
two practice rounds in this simulation exercise.
When possible, some class time will be allotted to the simulation exercise;
however, students are expected to meet outside of the class time to prepare
weekly simulation decisions and to upload their decisions to the simulation
web-site on the assigned due date. To be effective team members, students
should prepare for the team meetings by analyzing data in their particular
area of responsibilities and prepare the various types of documents for
presentation to the team. Teams will be competing against their peers.

Capsim’s Foundation®
Foundation® teaches business R&D, HR, Finance, Marketing, Production,
Strategy, Tactics, Leadership and Teamwork. In Foundation®, students will
run a $40 million company for eight years. The simulation is played as a team
competition (Foundation® Tournament): four to six teams, with each team
running a company and competing head-to-head. Foundation® companies
operate in two market segments: "Low Tech" and "High tech." Students begin the
simulation with one product, but can develop a portfolio of up to five products.
Each simulated year they will make decisions in Research and Development,
Marketing, Finance, Human Resources and Production. In later rounds, Total
Quality Management can be added as well.

Students select the benchmarks that will measure success. They choose from two
or more measures including Return on Equity (ROE), Return on Investment
(ROI), Market Capitalization, Market Share (in Dollars), Cumulative Profit,
Return on Assets (ROA), Asset Turnover and Stock Price. You are expected to
carefully read the simulation manual and built-in materials!

ƒ Foundation® is played over the internet, so each student will need

access to a computer. The business school has computer facilities
that students can use.
ƒ The simulation exercise will be completed in teams of 5; keep in
mind that you will be competing against your peers.
ƒ Note: I will not re-assign individuals to a different group after the
initial assignment has been made. It is the group’s responsibility to
 work together, just as you would have to in a real top management
team environment. Students desiring guidance on working with
group members are welcome to ask me for advice and to utilize the
peer review system.
Grading: The grading for the simulation exercise will be based on the
following:
ƒ Group Simulation Performance
ƒ Written report and class discussion on the simulation exercise: The
reports should describe the original strategy of the company, the
rationale behind this strategy, the change in the company’s strategy
over-time, the result of the simulation exercise and what did the
group learn from the exercise. The written report should be at
maximum of ten pages long (double-spaced)-excluding the
appendices.
ƒ Final individual grades for group project based on peer reviews.

COMP-XM Simulation and Test:

In the simulation assignment mentioned above your group has been
competing against other groups from your class. You have to take intensive
hands on participation in the above assignment because you will be given an
individual assignment where you will run your own firm competing with
other firms simulated by the computer. At the end of this market battle you
will be tested by the computer with computer generated questions tied to the
specific details of the firm and its market.

ADDITIONAL READINGS:
There are additional readings (aside from your text) assigned throughout the
semester. Please refer to WebCT for access to these articles. We will discuss
these articles in class, and material covered may show up on exams.

PEER EVALUATIONS:
Members will assess each other (as well as themselves) on their contribution
to the group simulation, attendance at meetings, timely contribution to
individually assigned tasks, and overall performance.
Members will assess each other (as well as themselves) on their contribution
to the group simulation analysis/report (attendance at meetings, timely
contribution to individually assigned tasks, and overall performance). ALL
groups will multiply the number of people in their group by 100 points and
assign the total points among the members. All members must receive
between 80 and 120 (per evaluator) points. Each member's individual
grade on the assignment will be determined by multiplying the group grade
on the assignment by their total peer points (including their own rating)
divided by 100 times the number of people in their group.
EXAMPLE:
Group Grade = 80/100, four students
Student A - total peer ratings = 440
Individual Grade = 80 X 1.1 = 88
Student B - total peer ratings = 360
Individual Grade = 80 X.9 = 72
Students C and D - total peer ratings = 400
Individual Grade = 80 X 1.0 = 80
ƒ Be objective in evaluating other members in your group and specify
reasons.
 ƒ The evaluation must be turned in on the day of the final exam.
Please find the peer evaluation form attached with this syllabus.
Turn-Around Time: Exams will generally be returned the next class meeting.
Other graded material will be returned and/or posted within two weeks. Scores
for all graded materials will be posted on WebCT.

Participation is expected and essential to the learning process –excessive

absences tend to adversely affect ones’ ability to participate. Lack of
attendance hinders a student’s awareness of classroom assignments and their
ability to comprehend relevant information.
ƒ Quality of class contributions will be weighted more heavily than
quantity. Frequent and valuable participants are those who attend all
of the lectures, participate regularly. To help me learn each student’s
name and grade “participation and contribution” as fairly as possible,
you will prepare and bring a “nameplate” to each class.
Class participation will be graded based on the quantity and quality of
contributions to the case discussion during the class. With regard to quality,
some of the following criteria normally applied are:
9 Are the points that have been made relevant to the discussion?
9 Are the points simple recitations of case facts, or have new
implications been drawn?
9 Is there evidence of analysis rather than mere expression of
Class Attendance and opinions?
Participation 9 Are the comments linked to those of others?
9 Did the contribution further the class' understanding of the issue?
Here is a rough guide of how this is evaluated:
9 Excellent class participation is characterized by a student
consistently attending class, making an insightful contribution to
discussions, being well-prepared by having prepared notes and
demonstrating a superior understanding of the material.
9 Good class participation is characterized by students consistently
attending class and contributing to discussions as well as being
reasonably prepared with notes from the reading, while only
occasionally demonstrating a superior understanding of the
material.
9 Poor class participation is characterized by a student inconsistently
attending class rarely contributing to class discussion (or
contributing with banter), and having no notes prepared for the
readings.

WebCT: Class notes, the syllabus, and other relevant course-related

materials will be posted on WEBCT. You may download this material from
Class the website. In addition, you are advised to check your messages on
Communication WEBCT frequently, and prior to each class session. This will be the main
way of disseminating any messages or instructions relating to the course.

Field Trip Policies Nil

The University of Texas System and The University of Texas at Dallas have rules
Student Conduct and
and regulations for the orderly and efficient conduct of their business. It is the
Discipline
responsibility of each student and each student organization to be knowledgeable
about the rules and regulations which govern student conduct and activities.
 General information on student conduct and discipline is contained in the UTD
publication, A to Z Guide, which is provided to all registered students each
academic year.

The University of Texas at Dallas administers student discipline within the

procedures of recognized and established due process. Procedures are defined
and described in the Rules and Regulations, Board of Regents, The University of
Texas System, Part 1, Chapter VI, Section 3, and in Title V, Rules on Student
Services and Activities of the university’s Handbook of Operating Procedures.
Copies of these rules and regulations are available to students in the Office of the
Dean of Students, where staff members are available to assist students in
interpreting the rules and regulations (SU 1.602, 972/883-6391).

A student at the university neither loses the rights nor escapes the responsibilities
of citizenship. He or she is expected to obey federal, state, and local laws as well
as the Regents’ Rules, university regulations, and administrative rules. Students
are subject to discipline for violating the standards of conduct whether such
conduct takes place on or off campus, or whether civil or criminal penalties are
also imposed for such conduct.

The faculty expects from its students a high level of responsibility and academic
honesty. Because the value of an academic degree depends upon the absolute
integrity of the work done by the student for that degree, it is imperative that a
student demonstrate a high standard of individual honor in his or her scholastic
work.

Scholastic dishonesty includes, but is not limited to, statements, acts or omissions
related to applications for enrollment or the award of a degree, and/or the
Academic Integrity submission as one’s own work or material that is not one’s own. As a general
rule, scholastic dishonesty involves one of the following acts: cheating,
plagiarism, collusion and/or falsifying academic records. Students suspected of
academic dishonesty are subject to disciplinary proceedings.

Plagiarism, especially from the web, from portions of papers for other classes,
and from any other source is unacceptable and will be dealt with under the
university’s policy on plagiarism (see general catalog for details). This course
will use the resources of turnitin.com, which searches the web for possible
plagiarism and is over 90% effective.

The University of Texas at Dallas recognizes the value and efficiency of

communication between faculty/staff and students through electronic mail. At the
same time, email raises some issues concerning security and the identity of each
individual in an email exchange. The university encourages all official student
email correspondence be sent only to a student’s U.T. Dallas email address and
Email Use that faculty and staff consider email from students official only if it originates
from a UTD student account. This allows the university to maintain a high degree
of confidence in the identity of all individual corresponding and the security of
the transmitted information. UTD furnishes each student with a free email
account that is to be used in all communication with university personnel. The
Department of Information Resources at U.T. Dallas provides a method for
students to have their U.T. Dallas mail forwarded to other accounts.

The administration of this institution has set deadlines for withdrawal of any
Withdrawal from
college-level courses. These dates and times are published in that semester's
Class
course catalog. Administration procedures must be followed. It is the student's
responsibility to handle withdrawal requirements from any class. In other words,
 I cannot drop or withdraw any student. You must do the proper paperwork to
ensure that you will not receive a final grade of "F" in a course if you choose not
to attend the class once you are enrolled.

Procedures for student grievances are found in Title V, Rules on Student Services
and Activities, of the university’s Handbook of Operating Procedures.

In attempting to resolve any student grievance regarding grades, evaluations, or

other fulfillments of academic responsibility, it is the obligation of the student
first to make a serious effort to resolve the matter with the instructor, supervisor,
administrator, or committee with whom the grievance originates (hereafter called
“the respondent”). Individual faculty members retain primary responsibility for
assigning grades and evaluations. If the matter cannot be resolved at that level,
Student Grievance the grievance must be submitted in writing to the respondent with a copy of the
Procedures respondent’s School Dean. If the matter is not resolved by the written response
provided by the respondent, the student may submit a written appeal to the
School Dean. If the grievance is not resolved by the School Dean’s decision, the
student may make a written appeal to the Dean of Graduate or Undergraduate
Education, and the deal will appoint and convene an Academic Appeals Panel.
The decision of the Academic Appeals Panel is final. The results of the academic
appeals process will be distributed to all involved parties.

Copies of these rules and regulations are available to students in the Office of the
Dean of Students, where staff members are available to assist students in
interpreting the rules and regulations.

As per university policy, incomplete grades will be granted only for work
unavoidably missed at the semester’s end and only if 70% of the course work has
Incomplete Grades been completed. An incomplete grade must be resolved within eight (8) weeks
from the first day of the subsequent long semester. If the required work to
complete the course and to remove the incomplete grade is not submitted by the
specified deadline, the incomplete grade is changed automatically to a grade of F.

The goal of Disability Services is to provide students with disabilities educational

opportunities equal to those of their non-disabled peers. Disability Services is
located in room 1.610 in the Student Union. Office hours are Monday and
Thursday, 8:30 a.m. to 6:30 p.m.; Tuesday and Wednesday, 8:30 a.m. to 7:30
p.m.; and Friday, 8:30 a.m. to 5:30 p.m.

The contact information for the Office of Disability Services is:

The University of Texas at Dallas, SU 22
PO Box 830688
Richardson, Texas 75083-0688
(972) 883-2098 (voice or TTY)
Disability Services
Essentially, the law requires that colleges and universities make those reasonable
adjustments necessary to eliminate discrimination on the basis of disability. For
example, it may be necessary to remove classroom prohibitions against tape
recorders or animals (in the case of dog guides) for students who are blind.
Occasionally an assignment requirement may be substituted (for example, a
research paper versus an oral presentation for a student who is hearing impaired).
Classes enrolled students with mobility impairments may have to be rescheduled
in accessible facilities. The college or university may need to provide special
services such as registration, note-taking, or mobility assistance.

It is the student’s responsibility to notify his or her professors of the need for
 such an accommodation. Disability Services provides students with letters to
present to faculty members to verify that the student has a disability and needs
accommodations. Individuals requiring special accommodation should contact
the professor after class or during office hours.

The University of Texas at Dallas will excuse a student from class or other
required activities for the travel to and observance of a religious holy day for a
religion whose places of worship are exempt from property tax under Section
11.20, Tax Code, Texas Code Annotated.

The student is encouraged to notify the instructor or activity sponsor as soon as

possible regarding the absence, preferably in advance of the assignment. The
student, so excused, will be allowed to take the exam or complete the assignment
within a reasonable time after the absence: a period equal to the length of the
Religious Holy Days absence, up to a maximum of one week. A student who notifies the instructor and
completes any missed exam or assignment may not be penalized for the absence.
A student who fails to complete the exam or assignment within the prescribed
period may receive a failing grade for that exam or assignment.

If a student or an instructor disagrees about the nature of the absence [i.e., for the
purpose of observing a religious holy day] or if there is similar disagreement
about whether the student has been given a reasonable time to complete any
missed assignments or examinations, either the student or the instructor may
request a ruling from the chief executive officer of the institution, or his or her
designee. The chief executive officer or designee must take into account the
legislative intent of TEC 51.911(b), and the student and instructor will abide by
the decision of the chief executive officer or designee.
Off-campus, out-of-state, and foreign instruction and activities are subject to state
Off-Campus law and University policies and procedures regarding travel and risk-related
Instruction and activities. Information regarding these rules and regulations may be found at
Course Activities http://www.utdallas.edu/BusinessAffairs/Travel_Risk_Activities.htm. Additional
information is available from the office of the school dean.

These descriptions and timelines are subject to change at the discretion of the Professor.
GROUP EVALUATION FORM – SIMULATION

Use this form to evaluate the level of contribution of yourself and group members on the simulation
group exercise. First, write each team member’s name in the space provided (please do so alphabetically,
last name fist). Second, assign a score between 80 and 120 for each team member that reflects your
perception as to the grade they should receive on this project. And finally, offer comments (if desired) to
explain your reasoning of the grade you assigned (and because self-evaluation is important in the learning
process – make sure to place an * next to your name and assign yourself a letter grade as well). As a
guideline, suggested comment topics are provided below.
Finally, you should know that this document will be held in strict confidence by the instructor but if need
be, some evaluation comments may be referred to in student-instructor conferences (with evaluator’s name
withheld).
Suggested comment topics: level of labor / thinking contribution, attitude toward the assignment/each
other, would like to work with this person again, pulled their own weight, etc.

GROUP MEMBER (place alphabetically by last name): COMMENTS:

1) _____________________________
Project Grade _____

2) _____________________________
Project Grade _____

3) _____________________________
Project Grade _____

4) _______________________________
Project Grade _____

5) _______________________________
Project Grade _____

6) _______________________________
Project Grade _____