MG 495 Business Policy
F2T 2006 DLA
Van Hoesen, Garrett
Senior Instructor of Management/Adjunct Faculty
Online Monday, Wednesday, and Friday 8:00 PM EST through 9:30 PM EST and Sunday 8:00 PM EST through 9:30 PM EST
10/23/2006 to 12/17/2006
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
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Educational Philosophy: Welcome to Business Policy on line! You will work with students many miles apart to complete projects and discuss strategic management issues. I will serve as your facilitator and will encourage you to take responsibility for your learning processes. You will discover how to perform research for your papers and discussion topics using the World Wide Web, an extraordinary resource that is almost inexhaustible, and one that is available to you regardless of weather, holidays, or time of day. Business Policy is concerned with developing the "general management perspective." This means understanding the key long-term and short-term implications of any situation, problem, proposal, or decision for the total enterprise. The necessity to view everything in terms of the whole organization is a skill that is difficult to learn. The general management (CEO) point of view demands that the CEO sublimate departmental, functional, or specialist perspective in order to take a balanced, company-wide view. These goals can only be achieved through a joint "on-line" effort. I will work to stimulate your interest and learning. However, you will be expected to display initiative and a program of self study as well. As a result, another objective of the course is to provide you with an environment that will reward your own intellectual effort. Each week, we will focus on corporate strategy issues, problems, etc., encountered by the management professional through our on-line conferencing discussions; these issues are reinforced and expanded in readings in our text, CORPORATE STRATEGY, A Resource-Based Strategy, by Collis and Montgomery, 2nd edition, 2005, ISBN: 0-07-231286-6
Learning Outcomes: Core Learning Outcomes
Link to Class RubricClass Assessment:
Conducting Case Analyses
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.
Preparing Case Analysis Reports
Business Policy 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. When you submit your case study, please include the Executive Summary and the case study detail analysis in one file. When writing the written 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. Straight forward, 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 and why do you recommend them?
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.
Grading: I will provide you with ongoing progress reports of your average grade throughout the term. NOTE: See Section Course Policies for information on late work and failure to complete assigned case studies. Course grades will be based on a weighted composite of performance evaluations in the areas contained in the following table:
Course Grading Scale – this subsection lists the grading scale and weighting for all of the graded work during this course. The grading scale uses the scale below, and point totals for each letter grade are included.
900- 1000 points
< 600 points
Submission of 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. Unless all required work is submitted, the student could receive a failing grade for the course. 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! If you ever have problems transmitting your assignments to me, telephone me or email 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.
Proctored Final examination - 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. It will be the responsibility of the student to arrange for a proctor, by the 6th week of the term, who will be accepted and approved by the instructor. 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. 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 me for approval. Failure to take a final proctored exam will result in an automatic "F" grade. For all online courses the studentmust pass the final exam with a grade of 60% or better to pass the course. The comprehensive final is not a take home test. The comprehensive final is a closed book and closed note exam.
Other Information on proctored exams:
Late Submission of Course Materials:
Classroom Rules of Conduct:
Emailing and Assignment Submittals
The following are my personal policies/guidelines for email and document assignment submittals whenever email is used in lieu of the dropbox.
o Please make sure to include the full Course Title (FI201-Personal Financial Management) in the subject line of your email.
o When emailing attachments please try to include then as Microsoft Word (DOC), Adobe (PDF) or TXT files. Whenever possible the use of PDF files is best as it ensures that the are no formating, etc. changes and these are usually smaller file sizes.
o I will attempt to respond to all emails within a 24 to 48 hour timeframe usually during my planned office (online) times on Monday, Wednesday, Friday and Sunday. If it is critical that I respond sooner then include the word "critical" as the first word in the email subject.
An "I" indicates that the student was unable to complete coursework due to extenuating circumstances within the time allotted in the term. The notation "I" may be issued only upon completion of a Contract for Incomplete signed by the instructor and student, and placed on file in the Office of the Registrar. Additionally:
· An Incomplete may not be issued to a student who has unexcused or excessive absences recorded for a course.
· Instructors may grant an extension of no more than 60 days after the last day of the term in which the "I" was granted. A student may submit a written request for one 30-day extension beyond the 60 days.
· Failure on the part of the student to complete the work will result in a grade of "F".
· Taking an "I" may suspend a student from receiving financial aid benefits.
Students may challenge the validity of a grade received and may petition for a change of that grade by submitting in writing, with all documentation attached, the justification for the appeal to the appropriate Online Academic Director.
· The appeal process must be initiated within four weeks after the completion of the semester/term for which the grade appeal is based.
· The final decision will be made within 45 days after the four week period commences (unless extenuating circumstances delay the decision) and the student will be notified in writing of the decision.
· The Online Academic Director will convene an Academic Advisory Council to review each submitted appeal.
· Students may appeal the Academic Advisory Council's decision to the Associate Dean of the School of Online Learning.
In addition to grade changes that result from successful grade appeals, instructors may submit grade changes in the event of a clerical or administrative error, or to correct an error in their calculation or recording of a grade. Additional University policies governing grade changes:
· No grade changes shall be granted more than one calendar year from the original grade submission deadline.
· Any change of grade, prior to the deadline, must be initiated by the faculty member who assigned the grade, and all requests must be adequately documented.
· Grade changes may not be granted for additional work performed or re-examination beyond the established course requirements.
The Final Proctored Examination
All Park University Online courses include a final examination or final project (in graduate courses) designed to provide students with an opportunity to demonstrate their mastery of course content. Final examinations and projects are substantive and comprehensive, incorporating multiple modes of evaluation and assessing a range of understanding levels to provide a summative evaluation of students' comprehension and application of the course content. While instructors may not change the content of final examinations/final projects, course developers revise these instruments on a continual basis with instructor input. Developers create new versions of final exams with randomized questions. Students take their final examinations during Week 8 of the term under the supervision of an approved proctor.
Proctored Final Examination Policies
· Examinations/projects must account for no less than 20% and no more than 30% of students' final grade.
· Examinations must be administered during Week 8 of the term (or during Week 16 for some Online graduate courses).
· Examinations are to be completed in a 2-hour testing session.
· Multiple versions of the final examination must be used in each section (using randomization or question pooling)
Failure to Take a Final Examination
Failure to take a proctored final examination (or failure to submit a final project in some graduate courses) will result in an automatic “F” for the course. As the final examination/project is a required course component, the grade of “F” must be recorded regardless of the student's grade before the examination (or what the student's grade would be if points from the final exam were deducted).
Only extraordinary circumstances warrant a student's being allowed to make up a missed final examination. It is the student's responsibility to contact the instructor before the scheduled exam/due date or by the end of the first working day after the due date. In some cases, as with unexpected military deployments, a supervisor or other appropriate proxy may contact the instructor within the required timeframe. It is the student's responsibility to inform his/her military supervisor of the final examination policy.
Arranging a Proctor
Proctored exams may be arranged at either a Park University Campus Center or at an alternative location. Students within a 1-hour proximity to a Park University Campus Center are strongly encouraged to request a proctor from that Campus Center. However, alternative proctors/locations are acceptable, providing the proctor meets the School of Online Learning's criteria for acceptable proctors (reviewed below). Proctors must be able to supervise an exam in a suitable testing environment.
Students are responsible for arranging a proctor for their final exam by Friday of Week 6 of the term. Many non-Park proctors will proctor an exam at no charge; however, if a fee is required it will be the responsibility of the student. Students will use the Park University Online Proctor Request form to request their proctor during the first two weeks of the term. A photo identification is required by a proctor before a student may begin the examination.
Instructors must approve all non-Park University proctors.
A student may report alleged discrimination, harassment, unfair assessment or failure of educational access (including appropriate educational accommodations for students with documented disabilities) to his or her Online Academic Director. The Online Academic Director will immediately initiate an investigation into the complaint, contacting all parties involved in order to determine a resolution.
Students will not be penalized in any way for reporting or formally filing a grievance. Online Academic Directors and other University personnel will use discretion when investigating reported grievances.
Online instructors may dismiss students from their classrooms whose behavior is detrimental to the learning experiences of other students. Such behavior includes the use of abusive or obscene language. Students who are dismissed from class may be given failing grades and suspended or expelled from the University. The Student Conduct Code further specifies the behaviors that warrant dismissal from the classroom and, in some cases, the University, and also outlines the University's response to these behaviors. (Identified on pages 33-35 of University Catalog) In addition, inappropriate student conduct in the Online Classroom may result in instructor deletion of abusive/obscene threads, blocking chat privileges, etc.
Course Topic/Dates/Assignments: See attached file.
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 2006-2007 Undergraduate Catalog Page 87
Attendance Policy:Instructors are required to maintain attendance records and to report absences via the online attendance reporting system.
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 .
Attachments:MG 495 Fall 2 2006 Course Schedule.docRubric
Last Updated:10/11/2006 8:57:52 PM