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SENATE 

subS

CURRICULUM REVISIONS - BUSINESS 

led

tIo

............................. 

SENATE COMMITTEE ON UNDERGRADUATE 

From

.................................................. 

STUDIES 

4

4

1

NOVEMBER ? 

, 198 

Date

................................................ 

Action undertaken by the Senate Committee on Undergraduate Studies at its 

meeting of November 13, 1984 gives rise to the following motion: 

MOTION: 

- ?

"That Senate approve and recommend approval to the Board 

of Governors, as set forth in S.84- 69, the following changes 

New course - BUS. 479-5 Business Strategies Simulation 

BUS. 

455_3 

Selected Topics 

BUS. 496-5 Selected Topics" 

• ? 

FOR INFORMATION: 

Acting under delegated authority at its meeting of November 13, 1984 the 

Senate Committee on Undergraduate Studies approved change of prerequisites 

for BUS. 478 to read 90 hours and completion of the core Business courses. 

SIMON FRASER UNIVERSITY

SCdUS

- T

MEMORANDUM

To ......... . ........

Mr. R. Heath, Secretary 

?

...

From ?

Senate Committee on 

U d ergrduateStud.e.s 

Subject .........

.Curr i. culvm .Rev 

.

S 0fl ?

Date

Debbie a1ker, Secretary 

?

.

Faculty of Business Administration 

Curriculum Committee 

October 22nd, 1984 

.

The Faculty of Business Administration's Undergraduate Curriculum 

Committee approved the following motions at its meeting of 

October 17th, 1984: 

1.

That Bus. 479, Business Strategies Simulation, 

be added to the undergraduate curriculum in the 

Faculty of Business Administration. 

2.

That the prerequisite for Business Policy 478 

(the prerequisite to Bus. 479) be changed to 

read 90 hours and completion of the core Business 

courses. 

3.

That two Selected Topics courses be added to our 

undergraduate curriculum, Bus. 495-3 and Bus. 496-5. 

Would you please place these items on the agenda of the November 13th 

meeting of the Senate Committee on Undergraduate Studies. 

Thank you. 

Rationale - Selected Topics Courses 

This measure is in part a response to our high and increased utilization 

of the three existing Selected Topics courses. The extra courses will 

allow flexibility with respect to low enrollment graduate level courses 

being offered simultaneously to undergraduate students. The addition of 

a 3 credit course will minimize the chance of students registering for 

two Selected Topics courses with the same number; it will also ease the 

logjam on 400-division course entry. 

.

NEWCOIJRSE PROPOSAL FORM 

1. Calendar Information ? 

Department: Business Administration 

Abbreviation Code: BUS 

?

Course Number: 479 

?

Credit Hours: 5 Vector: 1-1-3 

Title of Course: Business Strategies Simulation 

Calendar Description of Course: 

This course will give students an opportunity to apply what they have learned 

in Business Policy 478, by being placed in the situation of running one of 

several companies in a simulated business environment. Students will learn 

to develop and execute comprehensive plans for the running of their firm. 

Firms are competing against other firms in a general manufacturing industry. 

Over the duration of the course students will typically execute twelve 

quarterly set of decisions, simulating three years of corporate operations. 

Over this time, it is hoped that students will learn to assess the impact of 

their decisions on the ongoing performance not only of their own firm, but 

also of other firms in the industry against whom they are competing. 

The nature of the simulation: is to draw upon knowledge learned in all core 

areas of the Business program - Marketing, Accounting, Finance, Organizational 

Behavior, Economics and Polièy. In addition there will be opportunities 

to draw upon specialized ski1Lr learned in such areas as statistics and 

operations research. 

Nature of the Course: 

To provide an experiential component to Business Policy and Planning. 

Prerequisites (or Special Instructions): 

A)

students will have previously taken or concurrently be taking BUS 478 

(Business Policy) or 

B)

permission of the instructor. 

2. Scheduling 

How frequently will the course be offered? 

- initially once per year (expected enrollment: 45 students) 

- maximum twice per year (anticipated enrollment: 100 students) 

Semester in which the course will first be offered? Spring 1985. 

Which 

of your

present faculty 

would be available

to

make

the proposed 

offering possible? 

Love, Wedley, Vining, Smart 

3. Objectives of the Course 

To

p-reie 

students to learn how to apply what they have learned in Business 

Policy with respect to Strategic Planning and Decision-Making. Furthermore 

the intent with a strategies simulation is to integrate the material learned 

.

.

Date: 

Department Chair'!fan                 

Chairman, ISCUS 

.

3.

-Objectives of the Course (con'-t) 

in the various functional areas of the Bus-inEs-s .Program. 

4.

Budgetary and Space Requirements (for information n1y) 

What additional resources will be required in the following •areas: 

Faculty: ? 

Staff: 

?

Library: ? 

Audio-Visual: 

Space: 

?

(Students will meet in :regular tutorial rooms) 

Equipment: ? 

(Our current computer terminal room is sufficient*) 

5.

Approval 

SCUS 73-34b:- (When completing this -form, for instructions e-e -Memorandum SCUS 7334a. 

Attach course outline). 

Arts 78-3 

Rationale (Bus. 479) 

This is an experiential companion course to our Business 478, 

"Seminar in Administrative Policy". The two courses attempt 

to integrate and apply what the student has learned from at 

least the upper division core courses in half a dozen specialized 

areas. Bus. 478 does this primarily through case analysis; 

Bus. 479 primarily through a sequence of decisions, feedback 

and responses. 

Bus. 479 is the product of five prior offerings, mainly as a 

"Selected Topic", in both our undergraduate and our Executive 

MBA programmes. Student and collea 

g

ue responses have been quite 

favourable. Faculty members teaching in the administrative policy 

area have argued, and we agree, that we should have, like the 

large majority of other North American business administration 

programmes, such a capstone course. 

Rationale (Bus. 478 Prerequisite Change) 

A prerequisite of 90 hours allows for completion of core courses 

which provide students with the necessary building blocks for 

competence in more advanced courses. A shift in prerequisites 

from 105 hours to 90 hours will provide students with somewhat 

more scheduling flexibility while guaranteeing reasonable richness 

of business course background, and will also ease scheduling problems 

for students with regard to the new course, Bus. 479, Business 

Strategies Simulation. 

SIMON FRASER UNIVERSITY 

Faculty of Business Administration 

?

.

COURSE OUTLINE 

COURSE: Business Administration 

?

SEMESTER: 

TITLE;: Business Strategies Simulation 

?

INSTRUCTOR: C.E. Love 

Prerequisites: 

TEXT: 

?

PIS' Interactive Management Simulation, C.E. Love, 1984, SFU 

Reference Material: (1) Readings in Strategic Management, Thompson et al, 

Business Publications, Piano, Texas, 75075 

(2) Selected current material from Business Week, Globe 

and Mail etc. 

Course Objective;:

'The participants will he divided io 

JEO'UpS at tours. 

Each team (of 

L)

will take up the management of an independent 

company, operating in the Automobile 

Parts Supply

J.ndust.ry.. 

Th'e firms in

the industry ate in competicn with each other 

fox the sale of: their 1 

:

i. , 

oducts to 

the

Automotive Iudutry. 

This is a two-tiered industry. Thus some of the firms 

are

in the 'Primary

Parts S.cc(o.L 'su:piying raw materials 

(in

conpe titioti) to tuins in the Secondary Parts Sector. 

Each team will he required 

1.0

make all decisicns relating to 

the control and uperaticn ci their 

firm.

These include over- 

all stratecj Ic de;LsLons relat..Lng to the success of the 

firm, all decisions reating to the financial plan.nin'j and 

control. of the firm (le-: stock flotations, debt financing, 

etc.) all decisions relating to the marketing ct the firms 

products (advertising, product quality, salesmen, etc.), 

production planning and control, inventory control, rrocIuct 

distribution, yuility control and personnel planning. 

Each team will elect from it's tour members, a president, 

a

Vice-President ot

Finance, a Vice 

—

President of Marketing 

and a 

VicE —

President of Pc(1uct ion and Personnel. Other 

officers 

can be added to the cotiiany at the discretion 

of Maitayemerit team (or the Board of Directors) 

Each firm, is initially capitalized witIi48;.W'0 shares 

5 ?

of common stock, held by the 

general public. Voting

control for all 48,000 shares is held equally, via proxy., 

by the course instructor and the course T.A.. Any further 

issues of common stock to the, public are also under proxy 

in the same way. Furthieruto.re 

, the 

instructor ox his

de.signa 

te (. 

A.) holds the 

title 

of Chairman of 

the Uodrd 

.o.n each company. 

The manayeent of,açi.4rin.bas 

..

initial ly, non- voting 

m(flflb(

tsh 1P on the 1ca t'.J 

Of Directors of their firm. lflthv.jdü1 ineiihers 

my acquire stock in any or all firus in the Tnclustry. 

Thus at any time, they 

may

become voting members on a 

Board of Directors. Furthermore, firms 

have the

option 

of purchasing stock of both their own firm or other 

firms. Titus the firm may assume all the rights of art 

individual shareholder. 

Weekly decisions for each firm must be 

!tiltcI 

by tia• 

management team. These decisions are implemented 

via

the is 

?

business siffulaticn. Copctitjvu results for 

each firm will be provided in the form of various managerial 

reports. it is expected that e1ch 

firm 

will make 10 decisions 

in total over the semester, simulating two and 

one-half

years 

of Company operations. 

fle[;orts Required by Each Narigeuient Te1m 

Three reports are rquircd by each management team. 

Reports are to be submitted tc the firm's Board of 

Directors. 

(1) Initial

Strategic 

Elan

for the Firm detailing 

the policies tc be followed. 

This plan is

to

provide a blueprint for the Board of Directors, 

It should to ncmore that

pages (typed, double 

spaced) in length, dnd is to be submitted at time 

cnd of 

the

2nd

week.

Note that this is regarded 

as a confidential dccuuent. 

(2)

lflt(?riC President's Progress Report to the 

Board

of Directors. 

This report shculd not exceed 10 pages typed 

double-spaced. It should provide a summary 

of operating •r 

'

u1ts to date. It must provide 

a Balance 

Sheet, ard Income

Statement and a 

Source and Applications and Fur.ds report. 

Any new strategic 

plans should be

included. 

To be submitted at the 

end of week 7

This

report is confidential to the Board 

of Directors. 

(3) Final

President's Proytess Report.

This report, similar to the interim report, 

will 

finalize

the results of the firm. It 

is expected that this report will include more 

detail, including

Icrecasts for the future 

of the firm, beyond the tenure of the current 

management tea. This report should not exceed 

twenty pages in length. It is expected that 

the

flaxiaqeEent 

TC4E 01

each firm, 

will appear 

in person at a 

final Board of Director's

fleeting 

4,.

to present their re.uIts_ The. report is to be

submitted at the end of week. 12.

0 ?

Finally note,

that. a

shareholder's. meeting- can. be

called at any time, provi.dcd.

tha.t at. least 35% of

the out.staii]ing coin:inon st.cck requests.- uc1t

woe tiny..

A shaeIiolder's meetIiuj is re'juIrei to

' table motions

rejardi.ntj articles

01 incOLIO1atiQ

H. 01

the iii.in,

eUterin'j

the equ.i. t.y st-ruct u.ro Of the 1.irin er for vot.in(j a

tiLe

Boar.) ot Directors. A wajtrit.y of :voting '

shres.

is r•ju.Lrcd for any motion to b

CUULOSt Evaluation :

15 ?

Tn.itiaL Stra;t.ejic Plan for the. Firtu

s ?

251 ?

Presi.d:ent':; IU-[;or.tT

L455

Ove

rail Pe:r.fo- aanc.

the Firm.. The d.riter±a.

of pe.r:to:rm:anc:e- will. be

spec.iLicd by the- B oar'd

o1 Director ?

ir. we.ck 1 -c-f the- ccurse. flow-ever,,

"Retutn

on S.harehoLde;r's

Equity' wi-Li, no do:ubt

he d.

sLjnifica nt ccuponent of the. ioa-ure.