NYU Stern School of Business

Undergraduate College


Fall 2010

Instructor Details

Dr. Michael Palley


646 312-3362

Prior to Class by appt. & immed. after class

KMC 8-171


Anson Dong


M/W 5-6

As below:

Tutoring Locations:

There will be some Stern recruiting events that I will need to attend in the late afternoons.  There will be situations that  I will need to reschedule some of these sessions to Tuesday mornings.  I will broadcast an email when this will take place.


Course Meetings

MW, 3:30pm to 4:45pm

KMC 4-90

Final Exam: Wednesday Dec. 22 (4:00 - 5:50 PM) - tentative

Schedule exceptions
    Class will not meet on:  Wednesdays - Sept. 8, Sept. 22 & Sept. 29

    A Friday morning session will be scheduled to make up these cancelations.   Tentatively scheduled for Friday morning: October 15.   Confirmation of date, time and location to follow.


Course Description and Learning Goals

This course describes concepts, techniques and issues related to the adoption of information technologies for business strategy.  Information systems are shown to be facilitators of market penetration, competitive advantage, and organizational change.  The course demystifies many contemporary and emerging technological issues that are relevant to firms.


Course Outline

Date                            Topic                                                                                                            

Sept 8           No Session – Religious Holiday - to be rescheduled


Sept 13:        Course Introduction -

Read Chapter 1 in Haag & Cummings ("H&C")


Sept 15:        Hardware - Information Systems Architecture       

Read Module "A" in H&C


Sept 20:        Software-- Machine Language Through 4GL        

Individual Assignment #1 - Blackboard


Sept 22:      No Session – Religious Holiday – to be rescheduled


Sept 27:        The Strategic Role of Information Systems                                                        

Read Chapter 2 in H&C

Read SunLife Case - be prepared to discuss


Sept 29:      No Session – Religious Holiday – to be rescheduled


Oct 4:            E-Commerce and E-Business Systems                                                             

Read Chapter 5 in H&C


Oct 6:            Case Discussion - (details to be announced)

Otis Elevator: Accelerating Business Transformation with IT


Oct 11:         College Closed: Columbus Day


Oct 13:          IT Feasibility Analysis

Read Chapter 4 in H&C           


Oct 15:         Friday – makeup session

                      IT Feasibility Analysis - (continued)                                                            

Read Chapter 7 in H&C     


Oct 18:         Database Management Systems (A)                                                                                     

Read Chapter 3 in H&C


Oct 20:          Database Management Systems (B)


Oct 25:          Database Management Systems (C)                                                               

Read Module "C" in H&C


Oct. 27:          Midterm Examination - (details to follow)


Nov. 1:          Case Discussion - (details to be announced)

Li & Fung: Internet Issues - written submission - Group Assignment #1


Nov 3:          Networks & Telecommunication

Read Module "B" in H&C


Nov 8:          Telecommunication & Mobile Commerce

Read Module "E" in H&C

Submission - Individual Assignment #2 - Excel Data Analysis


Nov 10:          Systems Analysis and Design (A)

Read Chapter 6 in H&C    


Nov 15:        Systems Analysis and Design (B)


Nov 17:         Business Cycles (A)

Support Reading to be Announced


Nov 22:        Business Cycles (B)

           Support Reading to be Announced    


Nov 24         Business Cycles (C)

Support Reading to be Announced


Nov 29:        Case Discussion

Dubai Ports Authority - written submission - Group Assignment # 2


Dec 1:           Systems Control - Moderating Risk                                                                  

Read Chapter 8 in H&C


Dec 6:           Systems Control - Moderating Risk                                                                  

Read Module "F" in H&C


Dec 8:           Systems Control – Confidentiality, Threats and Safeguards


Dec 13:         Emerging Trends; Project Success and Failure                                             

Read Chapter 9 in H&C


Dec 15:        Case Discussion

Foxwoods: Turning Data into Insights in the Hospitality Industry - written submission - Group Assignment # 3



Required Course Materials

Required Text:  Haag & Cummings: Management Information Systems for the Information Age

[Available as custom text in the Bookstore]

Supplemental Readings: Harvard Business School Cases

Available from HBS Press: http://cb.hbsp.harvard.edu/cb/access/7098312


Assessment Components

Course Grade Calculation


Midterm                   20 %

  • Individual Assign # 1          5 %
  • Individual Assign # 2        10 %
  • Case Presentation             10 %
  • Group Assignments (3)     30 %

Final Exam              25%


Group Projects

Guidelines for Group Projects

Business activities involve group effort. Consequently, learning how to work effectively in a group is a critical part of your business education.

Every member is expected to carry an equal share of the group’s workload. As such, it is in your interest to be involved in all aspects of the project. Even if you divide the work rather than work on each piece together, you are still responsible for each part. The group project will be graded as a whole:   its different components will not be graded separately. Your exams may contain questions that are based on aspects of your group projects.

It is recommended that each group establish ground rules early in the process to facilitate your joint work including a problem-solving process for handling conflicts. In the infrequent case where you believe that a group member is not carrying out his or her fair share of work, you are urged not to permit problems to develop to a point where they become serious. If you cannot resolve conflicts internally after your best efforts, they should be brought to my attention and I will work with you to find a resolution.

You will be asked to complete a peer evaluation form to evaluate the contribution of each of your group members (including your own contribution) at the conclusion of each project. If there is consensus that a group member did not contribute a fair share of work to the project, I will consider this feedback during grading.



At NYU Stern we seek to teach challenging courses that allow students to demonstrate their mastery of the subject matter.  In general, students in undergraduate core courses can expect a grading distribution where: 

Note that while the School uses these ranges as a guide, the actual distribution for this course and your own grade will depend upon how well you actually perform in this course.



The process of assigning grades is intended to be one of unbiased evaluation. Students are encouraged to respect the integrity and authority of the professor’s grading system and are discouraged from pursuing arbitrary challenges to it.

If you believe an inadvertent error has been made in the grading of an individual assignment or in assessing an overall course grade, a request to have the grade re-evaluated may be submitted. You must submit such requests in writing to me within 7 days of receiving the grade, including a brief written statement of why you believe that an error in grading has been made.


Professional Responsibilities For This Course




In-class contribution is a significant part of your grade and an important part of our shared learning experience. Your active participation helps me to evaluate your overall performance.
You can excel in this area if you come to class on time and contribute to the course by:




Classroom Norms


Stern Policies

General Behavior
The School expects that students will conduct themselves with respect and professionalism toward faculty, students, and others present in class and will follow the rules laid down by the instructor for classroom behavior.  Students who fail to do so may be asked to leave the classroom. 


Collaboration on Graded Assignments
Students may not work together on graded assignment unless the instructor gives express permission. 


Course Evaluations
Course evaluations are important to us and to students who come after you.  Please complete them thoughtfully.


Academic Integrity

Integrity is critical to the learning process and to all that we do here at NYU Stern. As members of our community, all students agree to abide by the NYU Stern Student Code of Conduct, which includes a commitment to:

The entire Stern Student Code of Conduct applies to all students enrolled in Stern courses and can be found here:

Undergraduate College: http://www.stern.nyu.edu/uc/codeofconduct
Graduate Programs: http://w4.stern.nyu.edu/studentactivities/involved.cfm?doc_id=102505

To help ensure the integrity of our learning community, prose assignments you submit to Blackboard will be submitted to Turnitin.  Turnitin will compare your submission to a database of prior submissions to Turnitin, current and archived Web pages, periodicals, journals, and publications.  Additionally, your document will become part of the Turnitin database.


Recording of Classes

Your class may be recorded for educational purposes


Students with Disabilities

If you have a qualified disability and will require academic accommodation of any kind during this course, you must notify me at the beginning of the course and provide a letter from the Moses Center for Students with Disabilities (CSD, 998-4980, www.nyu.edu/csd) verifying your registration and outlining the accommodations they recommend.  If you will need to take an exam at the CSD, you must submit a completed Exam Accommodations Form to them at least one week prior to the scheduled exam time to be guaranteed accommodation.


Case Analysis Guidelines

1. Overview - very brief summary of the key issues of the case.  Remember that this section is intended to motivate the discussion only - not to rehash in detail what we already know. 

2.  Problem Statement - Rank ordered hierarchy of the problems facing the organization.  Be brief, concise and crisp.  Do not be wordy.

3. Discussion - Explain why these are the problems, why you have rank ordered them as such, and provide some further details about the nature of each problem.

4.  Alternatives - Provide a list of possible strategic organizational alternatives.  Identify which are mutually exclusive, which are not.  Explain the relative advantages and disadvantages of each.

5. Scenarios - Hypothesize several different environmental / organizational scenarios that might affect the firm.  Assign likelihood to each.

6. Recommendations / Conclusions- explains basis for recommendations – via “praxis” – a cross analysis of alternatives with the scenarios.


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