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MG 401 Senior Seminar in Management
Palmer, Joseph R.


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 401 Senior Seminar in Management

Semester

F1J 2006 PV

Faculty

Palmer, Joseph R.

Title

Adjunct Faculty

Degrees/Certificates

BS, Psychology, University of Georgia
MA, Human Relations/Organizational Behavior, Webster University
MS, Systems Management (IS), University of Southern California

Office Location

Home Office

Office Hours

10:00 am to 4:00 pm

Daytime Phone

816-478-1066

E-Mail

jpalmer@park.edu

jrpalmer3@comcast.net

Semester Dates

August 21 -- October 15th, 2006

Class Days

-M-----

Class Time

5:30 - 9:50 PM

Credit Hours

3


Textbook:

Thompson, A., Jr. & Strickland, A.J., III, Gamble, J.  (2007). Crafting and Executing Strategy: Concepts and Cases, 15th edition.  McGraw-Hill Irwin, ISBN: 10-0-07-327038-5

Textbooks can be purchased though the MBS bookstore

Textbooks can be purchased though the Parkville 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/.


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. PREREQUISITES: 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:
To provide the student with an understanding of contemporary concepts, analytical tools, methods of strategy formation and strategic analysis practices used in the business community.  Case study analysis will serve as a framework to facilitate learning through application of these concepts.  The course will offer students an opportunity to integrate and apply knowledge gained from previous courses – accounting, finance, marketing, production/operations, human resources and information systems – to gain an appreciation for the total business environment.

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. 9.  Learn and experience the "adult education" model
  2. 10.  Learn and apply the principles of adult interpersonal communication
Core Assessment:

Tests and  Case Studies

Link to Class Rubric

Class Assessment:
Conduct of the course includes small group discussions, Practical Exercises (PEs), case studies, current article reviews, seminars, lecture, exam, voluntary presentations of papers/case studies.  Exams are NOT take-home.  The comprehensive final exam is not a take-home exam. All exams are closed notes and closed book exams, in accordance with Park University examination policy.

Grading:
Graded Assignments

1)      Students are expected to attend class and participate in class discussion and practical exercises.  Attendance (i.e., showing up, participating, collaborating, cooperating with other students) grades will be awarded based on performance quality related to each practical exercise or group activity. (360 points)

2)      There will be two examinations.  They will be based on the reading assignments and Case studies covered in class and the text. (200 points)

3)      Three Case study analysis reports are required (90 points each). The content, requirements, format, and grading criteria will be discussed/presented during the first class meeting. (total 270 points)

4)  There will be a final comprehensive Case analysis opportunity for students (total 210 points).  This requirement will enable the student to demonstrate course learning outcomes for Strategic Management.

5)      Additional opportunities for credit will be available to students interested in specific Case studies.

 

Late Submission of Course Materials:
Only under extremely unusal and unexpected circumstances will students turn in late assignments.  These extraordinary circumstances will be explained and evaluated on a case by case basis.  Under ordinary circumstances students will receive a 10% loss of points possible for each day an assignment its turned in late.

Classroom Rules of Conduct:
“ Participation and Involvement = Consensus and Learning “

·        we ALL ENJOY THE EXPERIENCE…

·        LEARNING OBJECTIVES ARE MET…

·         relations are strengthened…

·         EFFORT BY all…

·        NON-THREATENING ENVIRONMENT…

·        SUPPORT OF EACH OTHER…

·         our thinking is challenged…

·        OUR SKILLS IMPROVE

Course Topic/Dates/Assignments:

DATES

MEETING CONTENT

Meeting 1, Aug 21

Read Chapter 1 Defining Executive Strategy; Introduction to Adult learning, adult communication and experiential education; The Strategic Management Process & Case Study method.

Meeting 2, Aug 28

Read Chapters 2 & 3, Crafting and Executing Executive Strategy; Case 1 Starbucks; Developing a Strategic Vision/Competitive Analysis.

Meeting 3, Sep 4

Read Chapter 4, Case 5 Competition in the bottled water industry. Evaluating Resources & Capabilities.

Meeting 4, Sep 11

Read Chapter 5 & 6, Case 15 Krispy Kreme. Strategies for Competitive Advantage. First Case Study due.

Meeting 5, Sep 18

Exam I. (Chapters 1-6) Read Chapter 7, Competing in Foreign Markets, Case 17 E-Bay. Business Strategies for the Internet Economy.

Meeting 6, Sep 25

Read Chapter 8 & 9, Case 26 Ben & Jerrys. Diversification and Tailoring Strategies to fit industry/organization needs. Second Case Study due.

Meeting 7, Oct 2

Read Chapters 10 & 11, Case 28 Robin Hood. Strategy, ethics and social responsibility; Building resource needs and organizational capabilities.

Meeting 8, Oct 9

Read Chapter 12 & 13, Exam II. Case 35 Southwest Airlines. Organizational Culture & Managing Internal Operations. Third Case Study due.

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

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 2005-2006 Undergraduate Catalog Page 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 "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.

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:

VIII GRADING POLICY  Grades are based on the following requirements:


Exams: 2 @ 100 ea …………… 20%                     200


                        Class attendance 20 ea………… 16 %                    160


                        Class participation 20 ea………16 %                  160

                        Final Case Analysis  210               21%                     210


                        Case Studies: 3 @ 90 ea ………  27%                     270


                        Total……………………………100%                 1000 points

                                   


Grades will be determined by dividing total points achieved by the total points available, converting into a percentage.  The following letter grades will then be assigned:


 


                        A = 90 -- 100


                        B = 80 --  89


                        C = 70 -- 79


                        D = 60 -- 69


                        F =    0 – 59


 


Case Study Requirements: 5 – 12 pages, 1.5 spaced, see format hand out, citations using APA format, use exhibits (e.g., tables, charts, graphs), due week four, six and week eight.


APA FORMAT - You will find updated information on APA referencing online sources at: http://www.apastyle.org/elecref.html  and at citationmachine.com.



Rubric

CompetencyExceeds Expectation (3)Meets Expectation (2)Does Not Meet Expectation (1)No Evidence (0)
Synthesis                                                                                                                                                                                                                                                  
Outcomes
1,3  Explain what is meant by the term                                                                                                                                                                                                                                                                                                                                                                                                                                                                               
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
2, 3  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
4  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
3, 4  Define the term                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                
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).and no explanation. Provide a partial definition of the term(s). No answer or a provision of  unrelated, insignificant data. 
Concepts                                                                                                                                                                                                                                                   
Outcomes
5  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 four stages in order of development. Provide a list of less than four stages and/or not in the order of development. No answer or a provision of  unrelated, insignificant data









No answer or a provision of  unrelated, insignificant data




 
Application                                                                                                                                                                                                                                                
Outcomes
5, 6, 7 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 fthree phases in order of  phasing.







Provide a list of three elements along with an explanation or description of  how the element is important to the overall management plan. 
Provide a list of less than three phases and/or not in the order of  phasing.







Provide a list of less than three elements.




 
No answer or a provision of  unrelated, insignificant data









No answer or a provision of  unrelated, insignificant data




 
Whole Artifact                                                                                                                                                                                                                                             
Outcomes
7, 8, 9, 10 List four phases of strategic management.  Discuss strategy in relation to ethics and social responsibility.  Discuss a business's resources and capabilities in developing a business strategies.                                                                                                                                                                                                                                                                                                       
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.



Provides a thorough, detailed list, description and explanation of the. strategy in relation to ethics and social responsibility.



Provides a thorough, detailed description and explanation of the. business's resources and capabilities in developing a business strategies.



Provides a thorough, detailed description and explanation of internal operations which lead to better strategy execution.














 
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 a partial list of four stages and using the list, identifies the stage of international development in an actual (or provided) business.

Articulate a thorough, detailed description and explanation of the. business's resources and capabilities in developing a business strategies.

Provides a partial description and explanation of internal operations which lead to better strategy execution. 
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.  





Provides an incomplete list and/or unable to use the list, to identify the stage of international development in an actual (or provided) business.





Provides an incomplete description and/or unable to use explanation of the. business's resources and capabilities in developing a business strategies.





Provides an incomplete description and explanation of internal operations which lead to better strategy execution.


 
No answer or a provision of  unrelated, insignificant data.




No answer or a provision of  unrelated, insignificant data.




No answer or a provision of  unrelated, insignificant data. 

Copyright:

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Last Updated:8/9/2006 10:24:45 AM