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MG 495 Business Policy
Hermerding, Dennis C.


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.

Course

MG 495 Business Policy

Semester

F2T 2006 DL

Faculty

Hermerding, Dennis C.

Title

Senior Adjunct Faculty

Degrees/Certificates

Doctor of Philosophy  (Adult Education), Madison University
Master of Science in Business Administration, University of Northern Colorado
Bachelor of Business Administration, Memphis State University

Office Hours

Saturday/Sunday: 1:30 pm    5:30 pm MST/MDT

Daytime Phone

208-587-7277

E-Mail

dennis.hermerding@park.edu

Semester Dates

10/23/06 - 12/17/06

Class Days

TBA

Class Time

TBA

Prerequisites

EN306B and completion of business/management core or permission of the instructor.

Credit Hours

3


Textbook:
CORPORATE STRATEGY: A Resource-Based Approach, 2nd ed, 2005, by Collis and Montgomery, Irwin Publishing, ISBN: 0-07-231286-6

Textbooks can be purchased through the MBS bookstore

Additional Resources:

McAfee Memorial Library - Online information, links, electronic databases and the Online catalog. Contact the library for further assistance via email or at 800-270-4347.
Career Counseling - The Career Development Center (CDC) provides services for all stages of career development.  The mission of the CDC is to provide the career planning tools to ensure a lifetime of career success.
Park Helpdesk - If you have forgotten your OPEN ID or Password, or need assistance with your PirateMail account, please email helpdesk@park.edu or call 800-927-3024
Resources for Current Students - A great place to look for all kinds of information http://www.park.edu/Current/.
Advising - Park University would like to assist you in achieving your educational goals. Please contact your Campus Center for advising or enrollment adjustment information.
Online Classroom Technical Support - For technical assistance with the Online classroom, email helpdesk@parkonline.org or call the helpdesk at 866-301-PARK (7275). To see the technical requirements for Online courses, please visit the http://parkonline.org website, and click on the "Technical Requirements" link, and click on "BROWSER Test" to see if your system is ready.
FAQ's for Online Students - You might find the answer to your questions here.


Course Description:
A series of business cases and materials dealing with a variety of problems confronting general management selected to illustrate the major areas of managerial concern: environmental opportunities and constraints, formulation of business policy, organization for business activity and marshalling of resources for achieving objectives of the firm. Pre-requisites: <a href="index.aspx?Class=EN306B">EN 306B</a> and completion of business/management core or permission of instructor. 3:0:3

Educational Philosophy:
The facilitator's educational philosophy is based on the interaction of the students based on text readings, lectures, discussions, comments on fellow student's ideas, case studies, examinations, presentations, web sites, and research. The facilitator will engage the students through discussion threads and case studies to foster an environment where ideas, thoughts, and issues can be shared, discussed and explored.

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.


Core Assessment:

Final exam

Link to Class Rubric

Class Assessment:
The class assessment will be comprised of Case analyses, responses to discussion questions, classroom participation and two examinations. The comprehensive final is not a take-home test. The comprehensive final is a closed book and closed notes exam.

Grading:
Weekly Discussion Questions - 200 points, 20%. See course schedule. Case Reports - 300 points, 30%. See course schedule. Mid-term Exam - 200 points, 20% - Week 4. Final Exam (Proctored) - 200 points, 20% - Week 8. Participation 100 points, 10% - Throughout the course. Total points = 1000 points. Information on the proctored Final examination - The comprehensive final is not a take-home test. The comprehensive final is a closed book and closed notes exam. Failure to take a final proctored exam or to pass the final exam with a minimum grade of 60% will result in an automatic "F" grade for the course. A proctor request form will be made available to you during the first week of class so that you can send your requested proctor to your instructor for approval. It will be the responsibility of the student to arrange for an acceptable proctor, by the 6th week of the term. Guidelines for selecting an acceptable proctor can be found at the Park University Website.  For proctored examinations, photo identification is required at the time of the test An examination will be taken in person during the 8th week of instruction at one of the Park University sites around the country or at an alternative location approved by your Instructor where Park University sites are not available.

Late Submission of Course Materials:
Late work should be the exception and not the rule. Therefore, the following applies to ALL late work, unless prior arrangements have been made with and approved by the instructor: All late work will be downgraded at the discretion of the instructor, up to 20 points for every day or part of a day it is late. Late work may not be accepted if it is more than 5 days late. Unless all required work is submitted, the student could receive a failing grade for the course. Note Well (N.B.): Since this is a "CASE STUDY" Course, failure to complete all the case studies (COULD) or the proctored final examination (WILL) result in failure of the course!! Assigned papers may be submitted via snail mail or fax ONLY if arrangements are made with the instructor beforehand.

Classroom Rules of Conduct:
This course is offered on-line, over the Internet, using the eCollege On-line computer service. Students are expected to devote a minimum of five hours per class week participating in this course -- the same amount of time you would spend in the physical classroom. This can be accomplished by being logged on to the computer conferencing system and reviewing/commenting on the inputs from fellow students; posting their own assignments, along with visiting different web sites listed in the "References" part of the course. This time also should include the "off-line" preparation of student's responses to be posted in the conference or emailed to the instructor. See "Ground Rules for On-line Participation" for additional information.   A class week is defined as the period of time between Monday and Sunday. The first week begins the first day of the semester and ends at midnight MDT/MST (as applicable) the following Sunday. Subsequent weeks will begin and end the same way. Assignments scheduled for completion during a class week should be completed and successfully submitted, or postmarked, so that they are in my hands on the due date. This applies to mailed assignments and papers submitted on-line (PLEASE only use snail-mail as a last resort!!).   Because this is an online course designed to obtain feedback on assignments to you directly via the Internet, you must make prior arrangements with me before submitting a paper via fax or the postal service (snail mail). If you ever have problems transmitting your assignments to me, telephone me or fax me immediately, and we will get the problem solved. Just because your computer breaks is NO EXCUSE for you to be late in submitting your work to me. Libraries have computers with Internet access, and there are tons of places that have fax capability. Ground Rules for On-line Participation Students should use email for: private messages to the instructor and other students; submitting assignments when so directed; as a back-up for submitting assignments when unable to enter the conference. The Class Conference is for public messages, and for submitting assignments when so directed. Students are expected to complete a minimum of two hours per week of conferencing or other appropriate on-line activities, including sending/receiving e-mail and navigating and conducting research over the World Wide Web. All students will participate in conference discussions. Conventions of "on-line etiquette," which include courtesy to all users, will be observed. Students will normally submit case studies as files uploaded to the computer and routed to the instructor as an attachment in the appropriate dropbox! NOTE: It is highly recommended that students keep electronic copies of all materials submitted in the Conference, the dropbox, via email, fax, or snail mail, until after the end of the term. When posting responses in the Conference or the drop box, please confirm that the thread responses have actually been posted after you submit them!!!! On ALL of your emails, postings in the conference and in the dropbox, please place your full name and course number at the top of each message, and ensure that your name is listed at the top of the first page in all attachments. (I can't give you credit for your work if I don't know who sent it!) Nota Bene (N.B., which means NOTE WELL): Failure to fill this request will result in your work being returned to you, un-graded and subject to late penalties, as I simply don't have time to play detective in trying to figure out who you are. Late Work: Late work should be the exception and not the rule. Therefore, the following applies to ALL late work, unless prior arrangements have been made with and approved by the instructor: All late work will be downgraded at the discretion of the instructor, up to 20 points for every day or part of a day it is late. Late work may not be accepted if it is more than 5 days late. Unless all required work is submitted, the student could receive a failing grade for the course. N.B.: Since this is a "CASE STUDY" Course, failure to complete all the case studies (COULD) or the proctored final examination (WILL) result in failure of the course!! Assigned papers may be submitted via snail mail or fax ONLY if arrangements are made with the instructor beforehand. Homework: Will consist of conducting a weekly case analysis of a different assigned case, and also answering a discussion question located in the classroom thread. Case Analysis: As the course description states, Business Policy is a series of business cases. The ability to do well in this course requires that you are able to analyze and discuss real business situations. These cases are used to provide vicarious business experiences. They provide the real-world data necessary to understand strategic management concepts. Whether or not you have been introduced to the case method, the purpose of this discussion is to help you prepare cases more effectively. Some of you may discover that many of the reports you have prepared for the organization for which you work will look remarkably like the case reports you will prepare for this course. Good case preparation requires mastering three essential skills. First, analyze the business situation thoroughly and systematically. Second, ideas must be presented as logically structured arguments. This forces you to build the report with a strong foundation so that its recommendations follow from the material that precedes them. Third, communicate the report effectively. All three components must be present for the case report to be as complete as possible. Strategy cases require several types of analysis dealing with interrelated problems. In Business Policy cases you are not afforded the luxury of looking at only one portion of a company; you must consider the entire company. Try to adopt the role of a CEO and become a strategic manager. Each firm exists in an environment presenting opportunities and threats for the business. Treating the firm as a set of complementary capabilities and people brought together to fulfill an overall mission is the basic approach of business policy. Depending on how these capabilities and people are combined defines the relative strengths and weaknesses of the firm. However, only certain strengths give the firm a differential advantage. Identifying these competitively relevant factors is a critical part of the analysis. As the CEO, you will evaluate the viability of a firm's strategy and if deficient, consider and choose from alternative strategies so that the firm fits its environment and can achieve its objectives. Preparing Policy Cases: When writing a Business Policy case report, at least seven steps are necessary, and this format MUST be followed: 1. Evaluation of current objectives and current strategy. This is the first critical step in the process. If you don't know the target (or targets) it is impossible to logically proceed. What is the firm trying to accomplish (their goals) and how are they going about doing this? 2. Analysis of current environmental opportunities and threats. This requires an in-depth analysis of the current business environment of the company. What opportunities are there for them in their industry or others that they may take advantage. What is their competition or the government or the economy doing that can harm them? 3. The company's current strengths and weaknesses. Permits the identification of the current differential advantages and disadvantages. What do they do well, and what do they not do so well. 4. Stakeholder analysis. A systematic review of the various stakeholders in the firm. Stakeholders are any group of folks (customers, employees, suppliers, etc (lots of different groups) that are or can be impacted by what our firm does. 5. Identifying current problems. Use all of the previous analyses to determine if the current strategy is consistent with the external environment. This includes both parts of the external environment: direct and indirect. What "snakes" are there that can "bite" us? 6. Alternative strategies. This is the opportunity to develop several alternative strategies for the firm. This is not a pie in the sky approach to strategy building. It is necessary to compare the alternative strategies with the firm's objectives, look carefully at the competitive advantages of the firm, the risk involved, and if the alternatives can be implemented. What can we do differently than what we are doing now? 7. Recommendations. Straightforward, clear cut approaches should be at the heart of this section. What do you recommend that we do from what you proposed in item #6 above? NOTE: I will post a thread in the classroom, in the "Case Analysis" topic, titled "Case Hints." Please print these hints, and use them to assist you in preparing every case study!!!!! Format Requirements: Business Policy reports must adhere to the following requirements. 1. The case reports will consist of two separate items, a cover memo and written report. The cover memo is also known as the Executive Summary (ES), which is addressed to the CEO of the company. Restrict the memo to one page single-spaced. Two or three paragraphs are sufficient to briefly describe the problems analyzed. Explain your evaluation methodology and then summarize the recommendations. The written report should also be single-spaced with normal margins and spacing. N.B. When you submit your case study, please include the ES and the case study in one file. 2. Quantitative information can usually be placed in exhibits or appendices at the end of the report. Conferencing: Each week we will use the conferencing capabilities of eCollege to discuss one of the weekly discussion questions that will be placed in the conference. The questions are very short and you can begin your "conference discussion" by posting your answers in the applicable thread. I encourage everyone to engage in a "lively" discussion of the relevant issues involved with these questions. I also encourage you to develop confidence in conferencing. This course provides you with an opportunity to develop abilities in communicating with others nation-wide about your ideas and approaches for dealing with corporate strategy issues. This is important. You spend (or will spend) much of your professional career doing just this. Conferencing will also be used for open class discussion and to relate assignments to current corporate strategy news. You will find that the discussion question will be related to what is going on in the case study for that week.

Course Topic/Dates/Assignments:
NOTE: Assignments (Discussion Questions and Case Studies) are due at the end of each week, which is each Sunday night, NLT Midnight, MST/MDT!! ________________________________________ Week 1: An Introduction to Corporate Strategy, and Past Approaches to Corporate Strategy (Assignments are Due Sunday, Oct 29, 2006, NLT Midnight, MST) Readings: • Text: Read Chapter 1 and Appendix A On-Line Conference Assignment: Due NLT the end of Week One • Answer the discussion question posted in the Conference under Week One Discussion Question. • Please e-mail me with the information I requested in the Welcome, Read Me First Thread of the Conference. • Also, post your introduction in the Introduction Thread. Case Study: Due NLT the end of Week One – Note: All of the Cases are located in the Doc Sharing area of the Course! • Case One - The Walt Disney Company. Place the analysis in the Week One Drop box. ________________________________________ Week 2: Resources and Rents; Business Strategy and Industry Analysis (Assignments are Due Sunday, Nov 5, 2006, NLT Midnight, MST) Readings: • Text: Read Chapter 2 and Appendix B On-Line Conference Assignment: Due NLT the end of Week Two. • Answer the discussion question posted in the Conference under Week Two Discussion Question. Case Study: Due NLT the end of Week Two– Note: All of the Cases are located in the Doc Sharing area of the Course! • Case Two - Marks and Spencer LTD. Place the analysis in the Week Two Drop box. Previously stated format rules apply! ________________________________________ Week 3: Scale and Scope within an Industry (Assignments are Due Sunday, Nov 12, 2006, NLT Midnight, MDT) Readings: • Text: Read Chapter 3 On-Line Conference Assignment: Due NLT the end of Week Three. • Answer the discussion question posted in the Conference under Week Three Discussion Question. Case Study: Due NLT the end of Week Three. – Note: All of the Cases are located in the Doc Sharing area of the Course! • Case Three - MASCO Corporation. Place the analysis in the Week Three Drop box. Previously stated format rules apply! ________________________________________ Week 4: Diversified Expansion (Assignments are Due Sunday, Nov 19, 2006, NLT Midnight, MDT) Readings: • Text: Read Chapter 4 On-Line Conference Assignment: Due NLT the end of Week Four. • Answer the discussion question posted in the Conference under Week Four Discussion Question. Case Study: None for this week. Mid-Term Exam : • The exam will be found under week Four. • Place your completed exam in the Week Four: Your Midterm Exam Drop box by the end of the week. Previously stated format rules for case studies apply! ________________________________________ Week 5: Organizational Limits to Firm Scope (Assignments are Due Sunday, Nov 26, 2006, NLT Midnight, MDT) Readings: • Text: Read Chapter 5 On-Line Conference Assignment: Due NLT the end of Week Five. • Answer the discussion question posted in the Conference under Week Five Discussion Question. Case Study: Due NLT the end of Week Five – Note: All of the Cases are located in the Doc Sharing area of the Course! • Case Five - Birds Eye and the U.K. Frozen Food Industry. Place the analysis in the Week Five Drop box. Previously stated format rules apply! ________________________________________ Week 6: Managing the Multi-Business Corporation (Assignments are Due Sunday, Dec 3, 2006, NLT Midnight, MDT) Readings: • Text: Read Chapter 6 On-Line Conference Assignment: Due NLT the end of Week Six. • Answer the discussion question posted in the Conference under Week Six Discussion Question. • Have the proctor email the completed Proctor Form to the Instructor (Even though the proctor will return the completed proctor form, it is still your responsibility to ensure that the form is returned NLT the end of Week Six.) Case Study: Due NLT the end of Week Six – Note: All of the Cases are located in the Doc Sharing area of the Course! • Case Six - Pepsico's Restaurants. Place the analysis in the Week Six Drop box. Previously stated format rules apply! ________________________________________ Week 7: Creating Corporate Advantage (Assignments are Due Sunday, Dec 10, 2006, NLT Midnight, MDT) Readings: • Text: Read Chapter 7 On-Line Conference Assignment: Due NLT the end of Week Seven. • Answer the discussion question posted in the Conference under Week Seven Discussion Question. Case Study: Due NLT the end of Week Seven – Note: All of the Cases are located in the Doc Sharing area of the Course! • Case Seven - Beatrice Companies. Place the analysis in the Week Seven Drop box. Previously stated format rules apply! ________________________________________ Week 8: Corporate Governance (Assignments are Due Sunday, Dec 17, 2006, NLT Midnight, MDT) Readings: • Text: Read Chapter 8 On-Line Conference Assignment: Due NLT the end of Week Eight. • Answer the discussion question posted in the Conference under Week Eight Discussion Question. • Please complete the student survey this week. It can be found by clicking on Student Survey on the Park University homepage. It is very important that we hear from you concerning your suggestions for improving this course. Case Study: None for this week. Final Exam: Due NLT the end of Week Eight. • You will need to schedule a time with your proctor to take your final exam, but NLT Friday of Week Eight. • The proctor must return the completed exam to me NLT the end of Week Eight, as I have a time constraint on submitting final grades to the University.

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 2006-2007 Undergraduate Catalog Page 87-89
Academic honesty is the prerequisite for academic study. Academic dishonesty is inimical to the spirit of a learning community. Hence, Park Universiyt will not tolerate cheating or plagiarism on tests, examinations, papers, and other course assignments. Students who engage in such dishonesty may be given failing grades or expelled from Park University.

Plagiarism:
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 2006-2007 Undergraduate Catalog Page 87
Plagiarism, the appropriation or imitation of the language or ideas of another person and presenting them as one's original work, sometimes occurs through carelessness or ignorance. This does not make it less serious. However, students who are uncertain about proper documentation of sources should consult their course faculty member. If you quote or paraphrase someone else's work you must give the source credit through a footnote. Ignorance is no excuse. Do not simply download the contents of a web page or an article from the web into your paper. Do not misrepresent someone else's work as your own. Such actions constitute academic dishonesty. When you quote a source be sure to provide the proper citation following the APA Manual recommendations. Failure to heed this warning will result in a grade of 0 for that assignment, a grade of F for the course, and notification of the appropriate academic dean for further disciplinary actions. Again, if you are uncertain about proper documentation of sources, please e-mail me.

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 "W".
  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.
ONLINE NOTE: An attendance report of "P" (present) will be recorded for students who have logged in to the Online classroom at least once during each week of the term. Recording of attendance is not equivalent to participation. Participation grades will be assigned by each instructor according to the criteria in the Grading Policy section of the syllabus.

Park University 2006-2007 Undergraduate Catalog Page 89-90

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. Additional information concerning Park University's policies and procedures related to disability can be found on the Park University web page: http://www.park.edu/disability .

Additional Information:



Rubric

CompetencyExceeds Expectation (3)Meets Expectation (2)Does Not Meet Expectation (1)No Evidence (0)
Synthesis                                                                                                                                                                                                                                                  
Outcomes
Explain what is meant by the term "competitive advantage."                                                                                                                                                                                                                                                                                                                                                                                                                                                           
Provides Porter's definition of the term, a thorough explanation of how a firm has a superior position to that of competitors, and at least one actual example Provides Porter's definition and an explanation of competitive advantage which supports the superior position of the firm to that of competitors Provides only a definition of the term “competitive advantage” No answer or insignificant explanation 
Analysis                                                                                                                                                                                                                                                   
Outcomes
Identify the five forces that shape competition as described by Porter                                                                                                                                                                                                                                                                                                                                                                                                                                               
Identification and description of Porter's forces and an explanation of how each force impacts the competitive environment. Identify all five of  the forces as described by Porter. Identification of less than five of the forces. No answer or a provision of  unrelated, insignificant data. 
Evaluation                                                                                                                                                                                                                                                 
Outcomes
List three directional strategies.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                   
List of the three different directional strategies,  a description of each, and an explanation of the effect of use on the organization's plans. List  three directional strategies that may be used in planning by an organization. List less than three different directional strategies. No answer or a provision of  unrelated, insignificant data. 
Terminology                                                                                                                                                                                                                                                
Outcomes
Define the term “strategy”.  Define the term “strategic management”.                                                                                                                                                                                                                                                                                                                                                                                                                                                 
Provide a complete definition of the term(s) and an explanation of how each term is used in the analysis of business plans. Provide a complete definition of the term(s). Provide a partial definition of the term(s). No answer or a provision of  unrelated, insignificant data. 
Concepts                                                                                                                                                                                                                                                   
Outcomes
List the five stages of international development.                                                                                                                                                                                                                                                                                                                                                                                                                                                                   
Provide a list of the five stages and explain how the stages may or may not be evolutionary. Provide a list of the five stages in order of development. Provide a list of less than five stages and/or not in the order of development. No answer or a provision of  unrelated, insignificant data 
Application                                                                                                                                                                                                                                                
Outcomes
*List four phases of strategic management. *List four basic elements of strategic management.                                                                                                                                                                                                                                                                                                                                                                                                                        
*Provide a list of the four phases along with an explanation or description of the activities that occur during the respective phase.
*Provide a list of the four elements along with an explanation or description of  how the element is important to the overall management plan. 
*Provide a list of the of the four phases in order of  phasing.
*Provide a list of the four elements.

 
*Provide a list of less than four  phases and/or not in the order of  phasing.
*Provide a list of less than four  elements. 
*No answer or a provision of  unrelated, insignificant data
*No answer or a provision of  unrelated, insignificant data 
Whole Artifact                                                                                                                                                                                                                                             
Outcomes
List four phases of strategic management.                                                                                                                                                                                                                                                                                                                                                                                                                                                                            
Provides a thorough, detailed list, description and explanation of the company's phase of strategic management, the elements being used, the competitive advantage, and a prediction of the long range effect on the organization. Using the lists and an actual company case report, identify the phase of strategic management, the elements being used, the strategic direction, and the competitive advantage. Provides incomplete list(s), and partial  or incomplete identification of the phase of strategic management, the elements being used, the strategic direction, and the competitive advantage. No answer or a provision of  unrelated, insignificant data 
Component                                                                                                                                                                                                                                                  
Outcomes
List the five stages of international development.                                                                                                                                                                                                                                                                                                                                                                                                                                                                   
Submits a complete list, identifies the stage of development in an actual (or provided) business, and predicts the long range outcome or effect on the business. .  Identify the five forces that shape competition as described by Porter. List three directional strategies.
1. No answer or a provision of unrelated, insignificant data. Define the term “strategy”.
2. Define the term “strategic management”.
No answer or a provision of  unrelated, insignificant data. List the five stages of international development.
3. No answer or a provision of  unrelated, insignificant data List four phases of strategic management.
4. List four basic elements of strategic management.
Provide a list of less than five stages. And/or not in the order of development No answer or a provision of  unrelated, insignificant data Provide a list of the four phases along with an explanation or description of the activities that occur during the respective phase.
5. Provide a list of less than four  phases and/or not in the order of  phasing. No answer or a provision of  unrelated, insignificant data List four phases of strategic management.
6. List four basic elements of strategic management.
List three directional strategies.
Explain what is meant by the term "competitive advantage".
No answer or a provision of  unrelated, insignificant data phase of strategic management, the elements being used, the strategic direction, and the competitive advantage.   List the five stages of international development.
Provides a complete list and using the list, identifies the stage of international development in an actual (or provided) business. No answer or a provision of  unrelated, insignificant data
 
Provides a complete list and using the list, identifies the stage of international development in an actual (or provided) business. Provides an incomplete list and/or unable to use the list, to identify the stage of international development in an actual (or provided) business. No answer or a provision of  unrelated, insignificant data 

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Last Updated:10/2/2006 10:37:06 AM