Analytical techniques for control and performance evaluation inside the firm; Short-term budgeting and working capital management; Matching control to meet innovation needs to achieve organization objectives; Organizational change, especially as it pertains to information technology management; the use of information technology to maximize firm performance.

Successful completion of BA 650, BA 651, BA 652, BA 653, BA 654 or concurrent enrollment in BA 654.

BA 655 relies on concepts and techniques presented in each of the above prerequisite courses. It is important that all class members have a common background of prior coursework in order to work efficiently and effectively on projects and cases. Readings and cases from prerequisite courses may be revisited as part of the learning in BA 655.

1. To expand students’ understanding of issues pertaining to organizational innovation and control.

2. To develop students’ ability to apply organization and information-system concepts to achieve an appropriate balance of control and innovation in firms.

3. To introduce and increase proficiency in the use of specific tools used in management control systems.

4. To give students practice in analysis of unstructured problems focused on issues of organizational innovation and control.

5. To increase student competence in oral and written communication.

4. Course Materials

Cash, Eccles, Nohria, & Nolan, Building the information-age organization: structure, control, and information technologies, Irwin, 1994. (The book from last semester.)

Kaplan and Atkinson, Advanced management accounting, 2nd edition, Prentice Hall, 1989. (Available at UT&T.)

Readings packets. (Available from Support Services at periodic intervals through the semester.)

Special or unique materials: None.

Special or unique facilities: Each student must have an e-mail address.

Primary Methods:

Instruction will be delivered primarily through the case-methods approach to learning, including written and both formal and informal oral presentations of case analyses and recommendations.

Secondary methods of learning will include in-class lectures, student presentations and projects, and discussion of homework and other assignments.

Course grades will be assigned based on total points. Ninety percent of total points will guarantee an "A", 80% a "B", and so on. The faculty reserves the right to "curve" grades if they deem it desirable.

You did a wonderful job developing the MBA Code of Conduct. Use it.

Exams may include problems, essay questions, and case analyses relating to class discussions, lectures, assigned reading, cases, and homework. If you are unable to take an exam, please notify me before the exam is given. If you have a valid reason for missing the exam, I will make alternative arrangements. No exams will be given early. If you have a problem with the grading of your exam please inform me in writing within a week of the time the exam was returned to the class. Exam dates are as follows:

Midterm March 5

Final Exam to be determined

Some case analyses will be done in teams others will be individual assignments. Please refer to the NAU MBA Program Case Method Approach for guidance. In addition, pay close attention to the specific requirements given for each case. Grades will reflect both the content of the analysis and its written presentation. Cases will normally be discussed in class on the day that they are due, consequently, late cases will not be accepted.

Peer evaluations will be used to measure individual contribution to team work. For example, your grade on a case will be a function of the team grade for the case and an evaluation of your contribution to the team effort done by your team members. Your team members will periodically be asked to assess your performance. Criteria for the assessment will be drawn from your group evaluation work done in BA 653. You will be asked to assess each criterion on a scale from 6 through 10. Evaluations will be averaged and converted to a percentage based on the average score for your group. Your case points will be the case grade multiplied by your percentage. For example, assume your team gets 22 points on a 25 point case and that your evaluations average 9 while the average evaluation for your team is 8.5. Your individual case grade will be 9/8.5 (22) = 23. Only individuals listed by the team on submitted work will be given credit for an assignment: those not listed will receive a zero and incur a penalty equal to the value of the assignment.

Failure to turn in an individual assignment will result in a zero, and a penalty equal to the value of the assignment will also be assessed.

Participation scores will be based on class discussion of assignments and cases unless other arrangements have been made with the faculty. Failure to participate constructively in class will reduce participation points. Constructive participation is defined as questions and comments in class that are predicated on thorough preparation outside of class and contribute value to class discussions. Students will be evaluated both on the frequency and quality of their responses. Obviously, if you are absent on a given day you will not be able to participate. Consequently class absences will decrease your participation score.

Acts of academic dishonesty will result in disciplinary procedures as specified by the University and the Arizona Board of Regents' Code of Conduct. Academic dishonesty includes: 1) plagiarism: any attempt to pass off other's work as your own; 2) cheating: any attempt to gain an unfair, hidden advantage over one's fellow students; 3) fabrication: any attempt to present information that is not true; 4) fraud: any attempt to deceive an instructor or administrative officer of the university. You should be prepared to accept the consequence of a grade of F in the course for acts of academic dishonesty. Computer projects should be individual efforts, and you should work ONLY with your team members on the cases unless informed otherwise by your instructor.

See the attached sheet.