MG401 Senior Seminar in Management

for S2GG 2006

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Mission Statement: The mission of Park University, an entrepreneurial institution of learning, is to provide access to academic excellence, which will prepare learners to think critically, communicate effectively and engage in lifelong learning while serving a global community.

Vision Statement: Park University will be a renowned international leader in providing innovative educational opportunities for learners within the global society.


MG 401 Senior Seminar in Management


S2GG 2006 MI


Aubrey, John W.


Adjunct Faculty


MS Administration, Central Michigan University
BA, PolSci, Soc, Ed, BAdm, State University of Nrew York
2 AA,  Community College of the Air Force

Office Location

1809 Soouth Broadway, Suite R, Minot, ND 58701

Office Hours

9 am to 5 pm

Daytime Phone

(701) 857-6018

Other Phone

(701) 852-2036


Semester Dates

March 13 - May 1, 2006

Class Days


Class Time

4:40 - 10:00 PM

Credit Hours


Required: Crafting and Executing Strategy: The Quest for Competitive Advantage -- Thompson, Strickland, and Gamble
McGraw-Hill Irwin, 14th ERdition

Additional Resources:
Recommended: Case-TUTOR™ companion software for students (available in downloadable file format at --

Course Description:
Consideration of managerial problems and/or policies. Topics include: the role of values and assumptions in administrative situations, especially their influence on administrators choices among possible ends and means; the skills, attributes and personal qualities that enhance effectiveness of responsible individuals as they work with others in organizations; and the determinants of organization and executive action. Pre-requisites: MG 352 and EN 306B or equivalent. It is strongly recommended that all major core courses be completed prior to enrolling in this course. 3:0:3

Educational Philosophy:
We will use primarily class interaction during the course.  There will be some lecture to cover important aspects of the chapters.  

The Next Weeks Will Be Exciting, Fun, Challenging, and Filled with Learning Opportunities. No matter what your major is, the content of this course has all the ingredients to be the best course you've taken—best in the sense of learning a lot about business, holding your interest from beginning to end, and enhancing your powers of business judgment. As you tackle the subject matter, ponder Ralph Waldo Emerson's observation, “Commerce is a game of skill which many people play, but which few play well.” The overriding intent of the course is to help you become a more savvy player and better prepare you for a successful business career. We sincerely hope this course will prove to be instrumental in making you “competitively superior”, successful in your career, and much wiser about the secrets of first-rate management.

You will be using your previous course materials throughout this course in developing the cases you will accomplish.

Learning Outcomes:
  Core Learning Outcomes

  1. Define the term “strategic management”.
  2. List four phases of strategic management.
  3. List four basic elements of strategic management.
  4. Define the term “strategy”.
  5. Identify the five forces that shape competition as described by Porter.
  6. Explain what is meant by the term "competitive advantage".
  7. List three directional strategies.
  8. List the five stages of international development.

  Instructor Learning Outcomes
  1. • 1. To develop your capacity to think strategically about a company, its present business position, its long-term direction, its resources and competitive capabilities, the caliber of its strategy, and its opportunities for gaining sustainable competitive advantage.
  2. • 2. To build your skills in conducting strategic analysis in a variety of industries and competitive situations and, especially, to provide you with a stronger understanding of the competitive challenges of a global market environment.
  3. • 3. To give you hands-on experience in crafting business strategy, reasoning carefully about strategic options, using what-if analysis to evaluate action alternatives, and making sound strategic decisions.
  4. • 4. To acquaint you with the managerial tasks associated with implementing and executing company strategies, drill you in the range of actions managers can take to promote competent strategy execution, and give you some confidence in being able to function effectively as part of a company's strategy-implementing team.
  5. • 5. To integrate the knowledge gained in earlier core courses in the business school curriculum, show you how the various pieces of the business puzzle fit together, and demonstrate why the different parts of a business need to be managed in strategic harmony for the organization to operate in winning fashion.
  6. • 6. To develop your powers of managerial judgment, help you learn how to assess business risk, and improve your ability to make sound decisions and achieve effective outcomes.
  7. • 7. To help you become more proficient in using personal computers to do managerial analysis and managerial work.
  8. • 8. To make you more conscious about the importance of exemplary ethical principles, sound personal and company values, and socially responsible management practices.
Core Assessment:

Class Assessment:
Examinations (2)
Case Studies

The Concept-Tutor self-tests at the website consist of 20-question practice exams for each of the assigned text chapters. It is expected that you will complete each of these practice tests in a timely manner (as indicated on the weekly schedule of class activities) and either e-mail your score to the instructor or else hand in a printout of your completed test on the days indicated on the daily assignment schedule. The minimum satisfactory grade on the practice chapter tests is a B.  

20% Oral Presentation of Assigned Cases
25% Exams on lectures/text materials and satisfactory completion of practice tests
25% Participation in class discussion of cases and satisfactory completion of case
30% Written case assignments
A 92-100
B 85-91
C 78-84
D 70-77
F Below 70

Late Submission of Course Materials:
Attendance at all class sessions is expected, but it is required on those days an assigned case is discussed in class. Absence from class on case discussion days is a serious matter and should be discussed with your instructor, since roll is taken on case discussion days and more than one absence will adversely affect your grade in the course.  
If you must miss class discussion of an assigned case, you are required to turn in a completed case preparation exercise for the assigned case (as contained on the Case-Tutor software) or answers to the assignment questions for those cases where there's no case preparation exercise on the software. The make-up work for the missed case discussions is due no later than the following class period (except by prearranged consent of the instructor). Failure to satisfactorily complete and hand in the “make-up” work at the next class meeting will result in a 2-point penalty deduction from your overall course average for each case discussion absence without a satisfactorily-completed written make-up (thus if your final average is an 80 and you have three unmade-up absences from case discussions, your final average will be reduced to 74). Absences from class discussions of cases, even if made up by turning in completed Case-Tutor exercises or written answers to the assignment questions, will be penalized at the discretion of the instructor.
Due to the fact that participation in class discussion of cases counts as a factor in determining your overall grade in the course, each student MUST contribute significantly to in-class analysis and discussion of the cases. Each student is expected to be an active participant in case discussions and to offer meaningful analysis and convincing arguments for the position you stake out. Your grade on class participation is something to be earned by contributing your assessments and judgments to the discussion. Merely coming to class and listening to the discussion of assigned cases is not sufficient; attendance is not participation. You should, therefore, make a conscientious effort to be sufficiently prepared to make intelligent, timely comments regarding the managerial issues raised in the cases—this entails reading the assigned cases, completing the accompanying Case-Tutor exercises and bringing the completed printouts to class (to use as notes in making your comments), or for cases which have no accompanying exercise preparing several pages of notes to the study questions for the case that are contained on the Case-Tutor software.  
The bare minimum number of assigned cases on which you are expected to display your analytical skills by speaking out and making a meaningful contribution is 6 (multiple contributions to a single case are averaged into a single grade for participating on that case). A contribution is defined as making a relevant and clearly articulated statement, either in response to a question by the instructor or in response/rebuttal to comments made by another class member. Merely saying “yes” or “no” without any elaboration or saying a few words without having the full attention of the class does not count as meaningful participation.
Satisfactory contributions on six assigned cases will be judged as a C–; and good-to-excellent contributions on six cases will be worth a B.  To earn an A on class discussion typically requires contributing meaningfully on 9 to 12 cases and standing out as a class leader in the discussions of assigned cases.  Satisfactory contributions on only 2 assigned cases will be judged as a low F; satisfactory contributions on just 4 cases will be judged as a high F—so failure to have the minimum 6 case participations will have a toll on your grade in the course.

Course Topic/Dates/Assignments:
Week 1             Read Chapters 1 and 2    Accomplish Exercise 1 in Chapter 1 and Exercise 1 in Chapter 3 in Written Form
Week 2             Read Chapters 3 and 4    Complete Assigned Cases
Week 3             Read Chapters 5 and 6    Complete Assigned Cases
Week 4             Read Chapters 7 and 8    Complete Assigned Cases
Week 5             Read Chapters 9 and 10   Complete Assigned Cases and Test over Chapters 1 - 8
Week 6             Read Chapters 11 and 12  Complete Assigned Cases
Week 7             Read Chapter 13               Complete Assigned Cases
Week 8             Make Oral Presentation of Major Written Paper and  Turn-in Paper and Test Chapters 9 - 13

Academic Honesty:
Academic integrity is the foundation of the academic community. Because each student has the primary responsibility for being academically honest, students are advised to read and understand all sections of this policy relating to standards of conduct and academic life.   Park University 2005-2006 Undergraduate Catalog Page 85-87

Plagiarism involves the use of quotations without quotation marks, the use of quotations without indication of the source, the use of another's idea without acknowledging the source, the submission of a paper, laboratory report, project, or class assignment (any portion of such) prepared by another person, or incorrect paraphrasing. Park University 2005-2006 Undergraduate Catalog Page 85-87

Attendance Policy:
Instructors are required to maintain attendance records and to report absences via the online attendance reporting system.

  1. The instructor may excuse absences for valid reasons, but missed work must be made up within the semester/term of enrollment.
  2. Work missed through unexcused absences must also be made up within the semester/term of enrollment, but unexcused absences may carry further penalties.
  3. In the event of two consecutive weeks of unexcused absences in a semester/term of enrollment, the student will be administratively withdrawn, resulting in a grade of "WH".
  4. A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
  5. Students receiving Military Tuition Assistance or Veterans Administration educational benefits must not exceed three unexcused absences in the semester/term of enrollment. Excessive absences will be reported to the appropriate agency and may result in a monetary penalty to the student.
  6. Report of a "F" grade (attendance or academic) resulting from excessive absence for those students who are receiving financial assistance from agencies not mentioned in item 5 above will be reported to the appropriate agency.

Park University 2005-2006 Undergraduate Catalog Page 89

Disability Guidelines:
Park University is committed to meeting the needs of all students that meet the criteria for special assistance. These guidelines are designed to supply directions to students concerning the information necessary to accomplish this goal. It is Park University's policy to comply fully with federal and state law, including Section 504 of the Rehabilitation Act of 1973 and the Americans with Disabilities Act of 1990, regarding students with disabilities. In the case of any inconsistency between these guidelines and federal and/or state law, the provisions of the law will apply. Park University is committed to meeting the needs of all learners that meet the criteria for special assistance. These guidelines are designed to supply directions to learners concerning the information necessary to accomplish this goal. It is Park University's policy to comply fully with federal and state law, including Section 504 of the Rehabilitation Act of 1973 and the American with Disabilities Act of 1990, regarding learners with disabilities and, to the extent of any inconsistency between these guidelines and federal and/or state law, the provisions of the law will apply. Additional information concerning Park University's policies and procedures related to disability can be found on the Park University web page: .


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